All right, wow, Matt, that was fantastic. Really appreciate that perspective. What an amazing set of experiences you've already had. I'm going to take moderator's privilege and extend this just a little bit. I want to make sure that we have some time to kind of tease through a couple of things. And there's been some questions that have come in. I'm going to actually start with one that's a little bit more broad. Maybe I'll ask it to Paul to start, but then maybe move it down the line, depending. So in a lot of these talks, you're talking about the world's being competitive and you want to be competitive. How do you balance being competitive, which makes us better, with the art of collaboration, which makes the community better? I think those two things go hand in hand. Each one of us has said in one way or the other to surround yourself with a team, and a team of people who are brighter and smarter that will only elevate your level. To me, I think competition and collaboration, collaboration only makes you more competitive. Yeah. Martha, same question, but also another question that I think maybe goes hand in hand to some degree. So how do you handle the younger surgeon who may need coaching and mentoring or benefit from it, but doesn't want it or think that they need it? How do you handle that situation? Well, I think the motivation for coaching to be successful, the person has to want to do it. I think it's very challenging if you think somebody needs coaching and they don't see it. One approach that you can think about doing is approaching it with a sense of curiosity. So going to the younger surgeon and saying, hey, I heard that you're doing this procedure next week. I haven't seen one lately. Would you mind if I just came and be a fly on the wall, or could I even scrub in with you? And you try to build that trust and relationship. And sometimes if you can build up a sense of trust and two-way communication with that other surgeon, then I think you have an opportunity to begin to maybe introduce some gentle suggestions here or there. So that would be the way I would approach it. Yeah. I think that also dovetails a bit with Winston's talk. I think we all, when we're first going into practice, don't want to be perceived, use that term imposter syndrome. Like, what am I doing here? So you don't want to necessarily show too much weakness. I think we all need this. So if you see somebody who's maybe a little further along in their career, but is willing to kind of follow that path and really be self-introspective, I think that also resonates downstream, I would hope. So Dr. Voos, a question from the audience. How did you convince your health system the value of increasing the sports medicine footprint in the community? The cost is high, and it's hard to show value, although you actually did show a lot of different, there's some data in your talk, but how do you demonstrate this value, because it's sometimes not direct dollars and cents. So maybe some comments on that. A big part of it was just not thinking about team coverage. We did the physicals for the school. We do free physicals. We track all the kids, and we realized the first couple schools, 40% of those families had never been seen in our health care system. So that was 40% of people that we could then reach out to and see, do they need a pediatrician? So that's number one. The other is the other value add. We go and teach all the coaches and the students CPR training. So you enter the school with a value add so that all of the departments, not just orthopedics, have an opportunity to benefit, and I think that really opens the hospital's eyes. But then finally, we tracked it. I have no conflict with them. We use an Ohio-based company, Healthy Roster, and we kept track of every single athlete that came through and showed by having an athletic trainer there that more than covered the cost of the athletic trainer just from their direct involvement. And then there's the halo effect of actually doing surgeries and in the emergency room. So there needs to be a little more structure to it, but it's also not just showing up to the game. You got to get the rest of your hospital involved, make the pediatricians and the cardiologists and everyone else feel like they're a part of the team. I think that's helped the global success. Yeah. Very much. You know, Steve, to segue on that, we're obviously biased in here. Orthopedics makes health systems better. Why? Because our community outreach is the best. We have multiple collaborations, the athletic trainers, the physical therapists, you name it, everyone out in the community. And to leverage that is really important. There was no one better at that than Freddy Fu and what he did with the Pittsburgh system. And if you follow that model, it's really good. But you know, James' metrics and some of the things in the 40%, these are the ROI numbers they want to see. They're not just going to do it, but we touch all. It's really good. Yeah. So I was surprised if none of the talks and some obviously maybe didn't fit. But nobody mentioned marketing, social media, some of the other promotive aspects, whether it be as a team position or, you know, challenging circumstances in practice or even as kind of as you're building your practice. So I guess I'd throw that out there. Maybe Winston or Paul or whoever, you know, talk about your marketing and self-marketing and social media. Where does that fit in your practice? Is it the wrong thing to do? Is it really important to do? What are your thoughts on that? It's a slippery slip. I think that, you know, you want to get yourself out there and whatnot. But also I think that when you put yourself out on social media too much, I think you might get oversaturated or something to that effect or put something that might not be what your hospital system necessarily wants to have. I think the most important place for marketing is probably from your department, from your hospital system. And if you're supported and if they do a good job of supporting you, I think that's going to be kind of the best place to get your marketing out there is to get support from your department. But I do use social media. I think it's a good place to communicate. In fact, I think the best place is to actually communicate with our colleagues. And that's where I think the social media really comes in. But I think you're doing straight to patient, you know, social media type things is a little slippery slope for me. I think you get a bunch of old goats on the stadium here, and that's why we're not so interested. Yeah, more than likely. Martha, you excluded, obviously, in that conversation. TikTok maybe. I don't know. But look, there's some combination, and you do need to have some components of marketing. And your best marketing, of course, is your successful patients and those who you've treated well. And that's how, you know, you build that practice. But it is generationally important. And you can't drive, at least in my community, you can't drive down the road and not see a billboard of someone else or some other institution advertising. So there's some healthy balance that you have to strike with that. In our community, we have a wonderful other hospital system who's a great partner that we're very friendly with, but is very well known. And we're never going to out market them. So we market through our service. So all the schools we take care of, or if you're the doctor for the 5K, you ask that organization to make sure one of the social media posts that they put out is recognizing that, you know, thanks to your team for being the medical providers for that event. Or the school will put out a couple success stories or updates. So you can market through service or market through those partnerships. And that's how we've been a little more grassroots with it. All right. And final question. I gave the panel this question kind of ahead of time so they could really give some thought to it. But just curious. And we'll start with Matt, and then we can maybe work down the line. A lot of these talks are very reflective in nature. You know, what I've experienced, what I've learned from my experiences. But I'd like to look forward into the future, if you're able to, or at least think, you know, kind of, you know, what are things, you know, where are they going and what are they going to look like? So the question I ask is, looking maybe 10 years into the future, what do you see as being a significant challenge, issue, or anxiety, or worry that you have relating to our practice or the practice of orthopedic sports medicine? And then what is the role of AOSSM for you in navigating that? You know, how can the society serve its members and their, you know, into the future? Yeah, I think we were all challenged during a time in COVID of not having the in-person connections and relationships. And being back in person and being able to talk and share and collaborate and have that networking is absolutely huge. And I don't want things to go all online down the road. We need this. We need personal connection, just like you have a personal connection with your patient. Totally agree. Martha. Thanks, Steve. I think really the biggest challenges for us as a specialty in general is being able to demonstrate our value to patients. We need to do a better job of looking at our outcomes, looking at our long-term outcomes, convincing government payers, everybody, that what we do is really valuable because it is. And I think AOSSM is actually leading in this area with the research grants, Sabrina Strickland's grant, Jeff Nepple's grant, looking at really, looking at outcomes in a quality way. And I think getting more of that data and those studies going is fantastic. Absolutely. Other comments? I think that our society is what we really need to do, in addition to everything he says, we need to get control of the care of medicine. We've somehow let other people, third-party insurers, vendors drive this. How is it that acromioplasty just went away? How is it that you can't bill for an ACL and an ALL? And how is it that our societies are not saying to the world, actually, here's how it should go. You are taking the risk. You are helping the patient. But someone else is in control of that. It absolutely infuriates me that we don't band together and say, guess what? We're not going to do that. These are the rules, and we're going to establish the rules. Well said. All right. Well, we went a little over time, but I think it was very well worth it. I want to thank each and every one of you guys for sharing your experiences and your thoughts with us. I hope the audience found it as educating and enlightening as I did. So thank you guys for being here and doing this. We're moving into a break. I would encourage everybody to go visit our industry sponsors, the Exhibit Hall. There is lunch there. So if you need any additional drive, lunch is being served in the Exhibit Hall. While you're down there, feel free to watch some of the podcasts going on, including one with Dr. Voos and Dr. West, as well as some of the other events that are going on over the lunch break. Visit. There's some industry-specific sessions as well that you can take advantage of. At 1.15, a number of the concurrent sessions will start back up. And so we're concurrence until about 3.30 when we go back to general session. Dr. Miller talked about this, the global all-stars of arthroscopy, live cadaver surgery. You do not want to miss this. It's going to be cadaver surgery like you've never seen before. And then one last plug for the resident and fellow session that begins at one o'clock. So all of our trainees definitely go. That's going to be hugely enlightening and kind of expand on some of these topics. So thank you very much, and we'll see you this afternoon.

orthopedic sports medicine

competition and collaboration

coaching and mentoring

increasing sports medicine footprint

marketing and social media