Hi everyone, thanks for joining us on a brand new episode of The Leader Show with Lou Carter. Joining us today is Alexander Nazem, the CEO and co-founder of Nomad Health, a digital marketplace that aims to disrupt staffing in the healthcare industry. Nomad’s mission is to link clinicians with fulfilling opportunities and tackle the shortage in healthcare staffing with an effortless and contemporary platform.
So, without any delay, let’s find out what makes Nomad Health a Most Loved Workplace®.
Lou starts the conversation by asking Alexi about the importance of using technology to automate processes in healthcare and other industries. In response, Alexi breaks down how the traditional healthcare staffing market continues to operate to this day. By relying heavily on manual processes, they suffer from a distinct lack of efficiency.
He shares his personal experience of facing a lengthy and cumbersome process while trying to fill a temporary healthcare worker role for his own clinic. This led him and two other doctors to found Nomad Health, an automated and transparent online marketplace for healthcare staffing. The platform operates similarly to consumer-friendly online booking platforms, ensuring a quicker and more efficient experience for both clinicians and hospitals.
Alexi emphasizes that automation and leveraging technology can free up clinicians’ time and mental energy, allowing them to focus on patient care rather than administrative tasks. Their goal is to make the process of finding work in healthcare easier and more streamlined, ultimately benefiting both clinicians and patients.
Subsequently, Lou and Alexi discuss what it’s like to work at Nomad Health and the qualities of a successful employee in the company. Alexi mentions the importance of understanding and being aligned with the company’s mission, which is to remove obstacles between clinicians and their patients.
He highlights the meaningful impact that employees can have on healthcare and patient outcomes. While demanding high-quality output, Nomad Health also values care, kindness, and generosity, recognizing the human aspect of their work. They aim to create a positive and supportive workspace where employees can thrive.
Lou acknowledges the psychic benefits of working in such an environment, where automation and support systems allow employees to focus on their work, be appreciated, and live their professional purpose. Alexi emphasizes that working at Nomad Health offers an opportunity for anyone with various skills to make a positive impact in healthcare, not just limited to doctors or nurses.
The combination of intellectual stimulation, technological innovation, and the sense of making a difference keeps employees motivated and engaged, even during challenging times.
Moving on, Lou and Mr. Nazem talk about Nomad Health’s Healthcare Heroes Program, which was launched in March 2020 during the COVID-19 pandemic. The program aimed to support frontline healthcare workers by providing full pay, access to testing, and protective equipment.
Alexi highlights that the decision to implement the program was driven by the recognition of healthcare workers as heroes and the desire to alleviate their worries about work and finances. He emphasizes Nomad Health’s commitment to caring for its providers and doing everything possible to support them.
On that note, Lou highlights the shift towards a more holistic approach in healthcare, where taking care of healthcare providers is seen as integral to delivering quality patient care. Alexi affirms the importance of focusing on the well-being of clinicians, acknowledging that the last few years have highlighted the critical role of healthcare workers and the need to address their stress and burnout.
Additionally, he mentions that Nomad Health was founded by clinicians for clinicians, with a clinician-centric approach that aims to empower healthcare providers to focus on their core expertise. The company’s focus on alleviating stress and burnout aligns with its commitment to the well-being of healthcare workers.
In a similar vein, the speakers discuss the issue of burnout in healthcare and the importance of caring for healthcare providers. Alexi acknowledges that burnout was a problem even before the pandemic, as a consequence of administrative burdens and challenges faced by healthcare workers. For Alexi, it is crucial to recognize the impact of burnout on job satisfaction and a clinic’s ability to provide quality care to patients.
Furthermore, he highlights the need to prioritize the well-being of healthcare providers and the significance of understanding the long-term consequences of overworking and neglecting their needs.
While staffing is a core aspect of their business, Alexi mentions that Nomad Health always seeks to advocate for healthcare providers, focusing on creating rewarding work experiences and providing flexibility.
Lou highlights Alexi’s impressive background and qualifications, including his medical degree, MBA, and experience with the 100,000 Lives campaign. While he acknowledges Alexi’s leadership skills and significant impact on healthcare, the latter explains that his achievements were not accomplished alone. It resulted from working with highly motivated teams and creating systems that bring about positive change.
He shares his experience with the 100,000 Lives campaign, which focused on implementing evidence-based practices in hospitals to prevent deaths. This experience reinforced that meaningful change can be achieved by focusing on systemic improvements.
Alexi expresses his excitement about the opportunity to create efficient, scalable systems through Nomad Health that address major challenges in healthcare, reduce burnout, lower costs, and ensure proper staffing in hospitals.
He emphasizes the importance of teamwork, motivation, and the collective goal of making the world a better place through building effective systems.
While Nomad Health’s primary role is staffing healthcare providers, its impact on improving hospital culture and outcomes is indirect but significant, as adequate staffing helps alleviate stressors and contributes to better outcomes.
According to Alexi, the onus of transforming the culture in healthcare systems rests on their leadership. However, at Nomad Health, they endeavor to cultivate a culture that is characterized by compassion, a focus on making a difference, and openness.
The recognition of being a “Most Loved Workplace®” is a testament to their success in creating such a culture.
Finally, Lou praises the positive aspects of Nomad Health’s culture and leadership. The company’s success is driven by individuals who care about the mission and are ambitious in transforming the healthcare industry. He says it’s all about accountability, transparency, and the willingness to learn and tolerate different viewpoints.
Alexi notes that the company values diversity and new perspectives, believing it leads to innovation and fresh ideas. He encourages individuals who align with these values to join Nomad Health and be part of the transformative journey.
Lou and Alexi go into much greater detail throughout this conversation. Thank you for listening!
Lou Carter : Hey everybody, welcome to the Most Loved Leaders Show. Most Loved Workplace Leaders Show. We're here today. This is a great show. We have CEO and co-founder of Nomad Health, Alexi Nazem, and just so the other, we want to make sure it's Alexi Nazem. Alexi, it is awesome to have you here today. We're going to learn so much, co-founder of Nomad Health, how you founded it, everything about the great culture you have. Welcome.
Alexi Nazem : Thank you so much. It's a pleasure to be here and, and we're very honored to be one of the Most Loved Workplaces.
LC : And it's great to have you. You're very welcome. It's great to have you as one of the top 100 Most Loved Workplaces. Let's start, because I know people are always interested in co-founders and founders, and that's really extraordinary. You founded Nomad Health. Bring us today. What, how did you do this? How did you found Nomad Health? What led you to it?
AN : Well, the most important thing you need to found a company is other people to found it with. It's very hard to do things solo. So I'm very lucky to have co-founders who are brilliant and who also understand this problem that we're trying to solve very well. Two of my other co-founders like me are doctors. And so we were the initial customers of our company in our own practices understood, or experienced, I should say, the very problem that we've now spent the last six and a half years trying to solve.
And so this was a motivation to just make life better for ourselves and for our colleagues. And that's what the animus was. Then we saw, hey, you know, there's a really big opportunity to, to make a positive impact on society. I mean, our business is about putting doctors, nurses, other types of clinicians at the bedside where they're needed the most. So we do temporary staffing of healthcare workers. Obviously that's been a very important thing over the last few years in the midst of this pandemic, but has always been a big problem.
And as I said, my co-founders and I were doing this kind of work and just didn't like the way that that system worked. It was very offline and kind of antiquated. And so we saw an opportunity to jump in and bring it into the 21st century with a lot of technology and a much better experience.
LC : I love what you said at the bedside where they're needed the most. With a lot of technology, a lot of experience. Tell me the difference how, how you did it in terms of bringing it to market and the technologies that you brought about that enabled that to happen in a new, better, different way.
AN : Yeah, it’s a really fascinating story. I mean, the end result is the same. We want to get, let's say a nurse at the bedside, same thing as how the traditional market worked, but the way in which we deliver that person to the bedside is very different. So think about this as kind of the difference between booking a flight or a hotel before the internet. That's how the healthcare staffing market largely still works today. It's a people-powered business, and that doesn't make a lot of sense. It's not scalable, it's not efficient, it's very opaque. It's, and of course, just as a result, not a particularly pleasant experience.
My own experience, what really caused us to start the company was it took me 10 months to organize a job that I did for 3 days. I had to fill out hundreds of pages of paperwork by hand, mail it in, do lots of phone calls.
It was absolutely bananas in, you know, the 21st century to be doing things that way. What we've created is a self-service automated, transparent online marketplace that works exactly like you expected, what it's consumer friendly, and it gets the result done more quickly in a more efficient manner. So everybody's happier. The clinicians get paid more, the hospitals pay less, and the system's just easier to use. So that's the big difference. That sort of aha moment that we had was, this is how it works in every other part of your life. Why isn't this, you know, why isn't it working this way in the most important part of your life, if you're a clinician, your job?
LC : You know, you speak of an issue that's so ubiquitous in healthcare and other industries too, which is how do we automate the things that are really, they're menial that we don't need to do, and we need in order to get to a place where we can surf the rings of Saturn and use the energy of black holes, or bring the technology and help bring healthcare to the bedside of patients we need to automate.
AN : Totally. Yeah, I mean, we often talk about the gravity slingshot. I mean, we're trying to leverage things like automation and just all sorts of benefits of technology to really accelerate someone to get them to that bedside more quickly. One of our sort of internal mottoes is we want to take the work out of getting to work. It is really painful right now to get a job in healthcare, even though they're such a shortage of clinicians, even though they're in such demand, even though they're very skilled, so much of their mental energy is being consumed on, in name administrative stuff, that is, you know, a poor use of their time. So that, to your point, we really want to automate and help people surf those rings of Saturns so they could actually do the thing that they're really good at, which is figuring out how to care for somebody in their time of need.
LC : So let's talk about that because we talked a little bit about, I've learned so much about, and you've gotten so many accolades about working at Nomad Health, what it's really like to work there and what a success profile is of a great employee at Nomad Health. Tell me more about that. What's it really like?
AN : Yeah, well, I think it follows very directly from what we were just talking about. We're all oriented around the goal that we are pursuing, the mission that we are on, and that is to put clinicians at the bedside, really to remove the obstacles between clinicians and their patients. And so success at Nomad starts with understanding why you're at Nomad. The reason we exist as a company, the reason that all of us do the work that we do is to achieve that ultimate outcome. We want to help a healthcare worker so that they can help their patients.
So, always keeping that at the top of mind is very important because we work hard, we are very creative, we are very results oriented. And at times that's challenging. All good work is challenging, but when you remember that the reason that we're doing it is so meaningful to somebody, not only to the clinician, but to their patients, it makes it that much more rewarding.
So recognizing that is very important because we do demand high quality of output, but we hope that in return, the reward of the sort of satisfaction of providing a positive impact in society is worthwhile. I think the other thing that we care a lot about here is actually providing care, being generous and kind. We're in a human business as much as we're a technology business that's trying to automate things. At the end of the day, it is putting a human being, a clinician at the bedside of another human being a patient, and remembering how hard that work is means that we have to have a high degree of humanity in our work, even if we're trying to remove humans from the process.
So, we have to be kind to our customers, our clinicians, our hospitals, and other health system customers, but we also be kind to each other. So we've created, I think, a very caring, generous, positive workspace because that's the aura that we want to put out into the world as well. So we're hard charging results oriented and ambitious, but at the same time, we are very caring and kind.
LC : And there's a huge amount of psychic benefit in that psychic reward we get from being in that environment, knowing that things are automated, they're taken care of. I can be fully, I can be paid for my work, appreciated, and I get this amazing aura. And so I can be at my best and I can live my why. Strong why. This is a, healthcare is a huge why profession. You have to be ready, have the right archetype to be living your why, and also be respected in the process. And that's what you're giving, is that process for them, and that sounds like that's a big part of it.
AN : Yeah, absolutely. I mean, I think this is a way, working at Nomad is a way for anyone with any skills to participate in this very important part of our economy, of our society. You don't have to be a doctor, you don't have to be a nurse to have a positive impact on patients and on healthcare. And so that is a great why, as you say, to come to work at Nomad. It's what I think draws a lot of people here. I mean, it's obviously very intellectually stimulating work as well. I mean, we build great technology, we run very high scale processes growing very quickly. It's a rocket ship. It's a lot of fun. It's all the things that many companies are, but then you add to that, the destination of impact. It's a whole new ballgame. And I think it's what keeps me excited about coming to work every day. It's also what keeps everyone powering through the very challenging times, especially these last couple of years have been very, very hard for so many different reasons. If you have a strong why, it's very sustaining.
LC : And that's something you did is during COVID-19, frontline workers got full pay, no questions asked.
AN : Mm-hmm [affirmative].
LC : You just made the decision. You, it just happened. I mean, yeah. While others were being, you know, laid off, didn't get their pay, you said no questions asked. Full-time pay.
AN : Yeah. So, in March of 2020, if you can remember all the way back to then, we didn't know what was going to be happening. But we did know that healthcare workers were heroes. And so we started the Healthcare Heroes Program and we say, listen, you're going to be on the frontline. We know that you're going to be exposed potentially to this dangerous pathogen and you might get sick. We don't want you to worry about your work and your pay and your, you know, your finances. So if you get sick, we'll pay you. If you need to get a test, we'll get you a test. If you remember back then, it was impossible to get a test. We sourced tests that we were able to send to everybody. We were able to source them N95 masks and other protective equipment.
Again, something very hard to do. We just wanted to do everything possible to care for our providers. As I said, we are a caring organization, and so it was the most natural thing for us to do. It was easy with that was without a thought, you know, obviously with a thought. But, not without any trepidation. We just did it. It was the right thing to do, and we still do it today. And, you know, it's just the right thing to do.
LC : What I've seen great about what you do, and you're leading along with, a lot of great healthcare systems, you're leading the way in this, which is there has been patient-centered care, right? Just like you have customer-centric care. Now, we've shifted a little bit. We have to take care of the physicians and our healthcare providers in order to provide the very best to our patients. And we're understanding that there is a systemic relationship between healthcare providers and the quality of patient care.
That's 100% true. If I think these last couple of years, of stresses on the healthcare worker have demonstrated exactly A: how critical they are to the system, and B: how prone they are to succumbing to that stress and burning out. And so it's been a clarion call for all in society, but especially those of us who work in healthcare to focus more on the well-being of the clinician. This company, Nomad Health, was started by clinicians for clinicians. We've always been a clinician-centric, clinician-first company. We recognize the importance of the work that they do, and we want to empower them to do it. There are obviously other very important stakeholders in healthcare, and there are many companies that focus on them. It's very important to focus on, you know, patients for example. But what we can do and what we think is very valuable is looking out for the clinician and ensuring that they're able to give back to the world the thing that they are uniquely capable of doing, which is figuring out how to help someone through a health crisis. And we can help them do everything else. Let them dedicate their brain power there. So, and I think that, you know, alleviating that also alleviates a lot of the stress and the burnout. And, it's one of the things that we care a ton about here.
LC : You look at a systemic variables over time or big picture thinking, and you stress burnout your job-wise, it reduces, your willingness to do your job reduces. Therefore your ability to provide awesome care to your patient reduces. And you found that variable. You saw it coming and, you know, we far too often jumped to that result without fully understanding the whole system.
AN : Yeah. And I'll say burnout is a very real problem in healthcare right now. It was a problem before the pandemic. I mean, the challenges that the sort of like administrative morass that we put our healthcare workers through is very hard. And it's dispiriting. It makes people not want to do the work. Then you force them to be on, you know, hazardous duty for two years straight, you know, with difficult working conditions and potentially lower pay and or lower than expected pay, things like that. It is for sure a reason for people to question why they're in the profession.
And as a country, as a society in general, we really need to be able to, we need to understand that is not to our benefit. We can't just work these people to the bone and expect they're going to show up day in and day out. We need to think about the long haul. And so caring about our providers is so important. And for selfish reasons, all of us as potential patients should care about our carers.
LC : You know, I want to clarify for everybody. Nomad Health is not a staffing firm for healthcare [laugh], they're far more than that. This is a culture, this is a technology. This is a revolution in how we provide, you know, had someone say that just to come out, so I understand are they a staffing for healthcare? No, there's so much more than that. You know, it's so much more, it's not staffing. This is a culture, this is a company. Tell us more where that may come out. How does that come out? You're not staffing alone. Tell us more. That just came out, so I want to make sure you address that.
AN : I also don't want to run away from the fact that it is one of our core business items. I mean, we seek to staff health.
LC : Sorry Crystal [laugh]
AN : But at the same time, you know, we are trying to be more than that. We are trying to be the advocate for the healthcare provider and to enable them to find work that is rewarding for them. So yes, staffing is the action, but the outcome is so much more. It's about creating joy and work, creating flexibility in work, making sure that they're getting their fair compensation, you know, looking out for them with things like, you know, what we did with the Healthcare Heroes Program at the beginning of COVID-19. So yes, we are a staffing firm, but we are more, we are really there to serve the healthcare worker.
LC : Does that mean also, you know, one of the things that we want to, we want to say Alexi, is that, you know, you come from, you know, first of all, you're a Doctor [laugh], okay? A medical doctor. Secondly, you have an MBA, all right? So you can run a company and you can serve patients. In addition, you've run, been a director at the 100,000 Lives campaign. So you have a huge why, you saved a 100,000 lives. You know, you have a BS in molecular biophysics and biochemistry from Yale. You know, besides that, Alexi doesn't have much going for him. So [laugh], you know, so we're not talking about, you know, just kind of this staffing function alone. This is a culture we're creating, a movement of saving lives of a way in which we bring in the right people and the right technologies and the what we're providing.
So I want to just say that that's one of the reasons why we really did see a compelling, one of the most compelling reasons is such great leadership. Such great leadership. So, Alexi, tell us more about that. Cause we're having some questions here. You know, burnout out in the healthcare space along with everyone else, but specifically in healthcare space is a public health crisis. It's a mission for us all. So that's, you're part of that mission. Tell me more about your A 100,000 Lives campaigns. I want to know more about that and how that maybe, you know, was a precursor or impetus for you to start, perhaps your founding, your company.
AN : Sure. Well, so first of all, I would, I want to be very quick to say that I did none of those things by myself and all of the, you know, training and all the things that I've done have all been just to put me in a position to work well with other people, to create systems that can actually be sustainable and deliver really great outcomes for the long haul. And so, you know, I didn't save a 100,000 lives by myself. I didn't, you know, build Nomad by myself. But I think what's really important, and what I did learn in those early days in my career at the Institute of Healthcare Improvement, where we did the A 100,000 Lives campaign, was that a small group of people who are highly motivated can make big changes that have a positive impact in the world. And they can do so by creating systems that outlive them and to change the course of the way something works.
A 100,000 Lives campaign was this really interesting thing where the leadership of our organization, Don Burk was the CEO, very visionary, healthcare improvement leader, recognized the opportunity, to bring more and more evidence-based medicine into the practice of healthcare in hospitals. There's a bunch of simple things like, for example, you know, a bundle of activities that you should do for patients who are on a ventilator, or what you should do when someone shows up with a heart attack. And there were evidence-based things that said, Hey, this will prevent deaths, but they just weren't routinely done all across the country. And we created this campaign to help hospitals change their systems so that they would routinely do all of these things that were proven to be beneficial. And in fact, it worked, you know, over the course of 18 months, there were 122,000 fewer deaths in hospitals as a result of implementation of these interventions.
And for me, that was a real aha moment. I mean, not only was that result itself just so compelling, it was also an indication that you can make big change by focusing on systems. And that's why I got really excited about what we ultimately ended up doing with Nomad, because hey, you can build something that's more efficient, more pleasant, more, you know, more scalable, and you can solve a really big problem for healthcare and partially address the burnout crisis, take costs out of the system, help make sure that the hospitals are properly staffed. And, you know, creating systems that leave behind good, I think is just such a worthwhile endeavor in any professional pursuit. And so I feel very lucky to have been able to be associated with a couple of things like this, but as I said, only can be done, with teams. But you have to make sure everyone is motivated by that same thing, which is to make the world a better place by building systems. And you put the ego out of it. Just what can we do to make this place better?
LC : You say, I'm a hospital, let's just say for instance, I'm a hospital. I want to staff up and perhaps I have some challenges, right? In my hospital. We don't just staff up, we culture up, we improve, we improve the processes, the practices, the procedures. We're doing everything to help improve the quality of healthcare in hospitals. Is that what is happening here? And give me an example of it. How is it played out?
AN : Well, you know, I wish I could say that our company is changing the culture of hospitals, but that's, you know, that's not our job. I mean, we're not in a position to do that. I think the best thing that we can do, and it may have a positive impact there, is by sending highly motivated, very capable clinicians that fill the exact needs of those places. I mean, just the mere fact that you have enough staff alleviates, you know, some of the stressors that lead to poor culture, poor outcomes, and the things that we just don't want.
And so in that way, kind of indirectly, we're able to influence the culture of hospitals, but I don't think we can take credit for, you know, changing the culture in health systems. That really comes down to their leadership. And, you know, I've been encouraged over the last decade or so that healthcare systems recognize that a part of their responsibility is not only to deliver care, but to care for the deliverers. But like I said, you know, that's not really our, you know, our area of direct impact. What we can do is to have that kind of culture inside of our own company. And we try to exhibit that caring culture, that impact driven culture, that transparent culture that I think leads to great systems, great company, great outcomes. And I think, I hope that this, you know, most loved workplace recognition is at least some evidence that we've done some of that successfully.
LC : Absolutely. I mean, your employees are very clear about the respect they feel, the collaboration, the future they see of your company, of your leadership, the alignment of their values with that of the company. It's very clear that that's very much a part of what you do and who you are, and obviously of your leadership too. That's a great thing. Tell me, are there things, if I want to be successful at Nomad Health, I want to be as successful in my career. What would I do? You know, what would I have? What would I do if I want to be successful?
AN : Well, I think the things that will make you successful at Nomad are the things that will make you successful anywhere. But there's a couple of things that we really seek because of the type of company that we are. I've said it so many times already today, you know, I won't repeat it too much, but we want people who care about the mission. That's very important to us. They have to be here for the right reason. The second thing is that we're trying to do nothing short of transforming an entire industry. Really trying to say, this is the way it was, this is the way it should be, and we're going to move the industry here, right? And so that requires a very high degree of ambition.
And people who are, you know, who are not interested in that sort of growth, that the self challenge as well as the corporate challenge, are probably not going to be successful here.
We want people who are, who bite off more than they think they can chew, are interested in being a little bit uncomfortable because of how ambitious they're being. That's not always the best thing for everybody, right? For all people, right? But it is the best thing for the people who work here and what will drive success. I think additionally, we care a lot about these two related things, accountability and transparency. So we say we want to deliver results, because it doesn't matter how ambitious you are, how much you care. If you can't deliver the results, it doesn't matter. So be accountable, but then we also recognize you can't always get there. Let's be transparent, let's talk about our results and did we hit the mark? Do we miss the mark? If we miss the mark, why? What can we learn?
So being comfortable in an ambitious culture that is transparent and accountable, where we're all putting ego aside and saying, how do we make this work? And in order for that to happen, you have to be transparent, accountable, and ambitious. You'll be successful in this company.
The last thing I'll say is we are seeking people who are, who think differently. And what that means is, again, if we're trying to transform an industry, you know, you can't be different if you are the same. So for us, we have to think differently, but we also have to be different. So we have a very diverse workforce, both because it's the right thing to do, but it's also because it's the right business. Because you can't have new ideas unless you have new perspectives. If everybody is all the same, you're never going to get anywhere. So we are interested in having not only different viewpoints, but tolerance of different viewpoints. And so, you know, if that's not an environment that you're comfortable being in, you know, maybe not the right place for you. But listen, I think as I said, these are, I think, characteristics that drive success anywhere. Ambition, results orientation, transparency, willingness to learn, willingness to tolerate different points of view. I mean, it sounds like, what do they say? Motherhood and apple pie. But it is, it works. It's a formula that works. And I think something that everyone at Nomad embodies.
LC : And when you're inside of the culture and you see it happening, all the puzzle pieces come together. You can sense and know that people really are transparent and ambitious, and they see the people coming together in that way. And the tolerance aspect, you know, we could be tolerant, we understand. We could do our own cost benefit analysis of whether somebody's advice is good or bad for us or good for the system. And it's okay at that point in time to see that. It's great to see that. And we see that too. The only way to evolve or transform a company is by having that kind of transparency. Well, this is good stuff. This is great stuff. And we got a lot of people saying a lot of things about healthcare on LinkedIn right now about all the great things you're doing as well. What else have I, you've said it all, you know, what else have I missed? What else would you, other talking points would you like to bring up here to people on LinkedIn or to Nomad Health employees? What you want people to hear about where you're going, the next level? The, you know, I always say to myself, what's next? What's next for Nomad Health? What's next for you to think differently to get to that next place?
AN : Yeah. Well, to anyone from our company who's watching, I'm so proud to get to work with you and I'm so happy that you are working here and making us capable of doing all these great things. I think the ‘what's next’ question is actually totally appropriate. We're really just at the beginning of our journey, even though we're several years in now, it takes a lot to transform a whole industry. And so we have many, many, many, more great things to do.
In fact, I expect that when the story is told all the, you know, many of the great things that Nomad will be known for have not yet even happened. And so, for that reason, you know, my message out to the audience here would be, we need you. I mean, we need more people. What we, our strategy is sound, our technology is outstanding. The product fits the market, it's really working.
And now it's all about getting this message, this product, this offering to more people in more places so it can do more good. And that means we need a lot of people, who, you know, want to work in this kind of culture and on this kind of a problem. And so I would highly encourage anyone who has even an inkling of interest in things that we're doing to, to seek us out, come to our website; nomadhealth.com, go to the careers page, nomadhealth.com/careers. There's something for everybody. We could definitely use everybody too.
And look, as far as, you know, strategically, what are some of the things that are next, not only scale, but also taking this platform to do more things. I mean, we can serve the healthcare workforce in a lot of different ways that are not just short-term staffing. And so the opportunities are quite numerous. And so we welcome those people who think differently to come and help us draw our platform into more places, as I said, to do more good.
LC : Strong work. Strong work. Alexi, this is so nice meeting you and such an awesome vision and culture and you're knocking out of the park when it comes to physician-centered to patient-centered care. It's what it's about. You're bringing the new way of thinking to the field. This is it.
AN : You're very kind and we're proud of what we're getting to do and feel privileged to have the opportunity. And I'm very thankful to have been brought on here and also that we've received this recognition. So thank you so much.
LC : You’re welcome Alexi.
