Building on Strengths in Aging Care – New Cooperation, Partnerships, Initiatives Keep Key Louisville Business Cluster’s Profile Rising

Below is the complete article on the Lane Report from July 6, 2020.
You can read it on the Lane Report site HERE.

By Dianne H. Timmering

The recent rise in the use of telehealth has turned out to be helpful for seniors who may find it difficult to get to their health care provider.
COVID-19 has changed everything.

After any war, cities need to be rebuilt, national economies restored, global communities re-established. Due to the pandemic shutdown, Louisville Metro may face a $30-40 million deficit. And now after the recent public protests, that price tag may be even higher. The city has assets and aspirations, however.

Among those aspirations is Louisville’s goal to become the aging innovation capital of the world. The aging-care segment of health care is worth about $8 trillion—meaning that if Louisville captured even 1% of the market, it would represent some $80 billion annually for the city.

Some of that is already happening, but creating a collaborative economic ecosystem netting just 1% of aging care would mean a cash flow of more than a third of Kentucky’s current gross domestic product (GDP), creating significant opportunity. A flourishing Louisville aging-care cluster could rebuild a strong economy by supplying the rapidly growing new demands and needs of an aging world.

As the source of more than 40% of Kentucky’s tax revenues, Louisville’s economic importance to the state is already great. Yet, imagine what becoming a major aging innovation capital could be worth to a city in financial distress. A health care renaissance could resolve economic burdens that we haven’t seen since the Great Depression.

“In times of crisis, you go to your strengths and we have that strength in health care aging innovation,” said Mary Ellen Wiederwohl, chief of Louisville Forward. “And while U.S. cities begin the recovery from both a health pandemic and a reckoning from institutional racism in this country, we need to think about how we’re going to build back our economy in a way that benefits all of our residents. By going to one of our core strengths, we have a greater opportunity to do so.”

Anthony Ellis, the Kentucky Cabinet for Economic Development’s acting executive director of KY Innovation—the agency’s entrepreneurship office—underscored the importance of Louisville’s efforts.

“We are extremely excited about Louisville’s continued growth in the entrepreneurship and startup sector. With strong leadership in its support organizations like LHCC (Louisville Healthcare CEO Council) and the RISE office (a nonprofit that supports refugees and immigrants), a vibrant and active sector, and collaborative mentors, Louisville is primed for explosive growth as we head into this economic recovery. Aging care is a clear sector for our startup community to target, as Louisville and the commonwealth generally have a robust health care and long-term care industry, and have been a driving force in developments in these segments,” said Ellis, who is also the Cabinet’s general counsel.

“As a cabinet, we work to grow jobs, recruit talent and generate business investment in all 120 Kentucky counties. When our largest city and so many of its community leaders come together to collaborate on a project like this, it’s exciting for the commonwealth as a whole. We at the state are committed to this effort and supporting these innovation activities.”
Gov. Andy Beshear is also behind Louisville’s initiative.

“The pandemic and recent protests have created both urgency and opportunity in ensuring we build a more equitable future for all Kentuckians, including our older citizens. The partners working to grow Louisville as an aging-care hub are exactly who you’d want on your team,” Gov. Beshear said.

“We support the aging-care vision for Louisville and consider the commonwealth a committed partner. Whether in our recruiting, marketing, helping existing businesses grow or by partnering to create a strong startup and innovation culture, Team Kentucky is working toward that same future.”
Health care has changed. Health care will change. Leaders of a health-care consortium in the city of “bourbonism” (a term the city has created to define the tourism draw of its many bourbon-related sites) and horses believe aging innovation can be the front-line of its future. They see it creating trends to solve and fill gaps, evolving solutions to needs and demands in a new health care world while also improving wellness and driving new care models—if Louisville can create the framework to support innovation.

There are significant building blocks and cornerstones, some new, some having emerged over years:

The Microsoft Digital Alliance Partnership and Future Work Initiative in partnership with the city, the University of Louisville, and the Brookings Institution was created in 2019 to build a regional digital ground zero for artificial intelligence (AI) and the internet of things (IoT).

Much of the thrust is centered on digital transformation of the workforce for a tech future. It is no coincidence that Louisville—home to multiple champions of aging health care, from insurance to post-acute care to hospice—attracted this partnership. Together, all the above could be a natural alignment to lead aging innovation.

“We are grateful to Microsoft. They see an opportunity that has some unique advantages to be driving innovation in the data economy, which is connected to our aging cluster,” said Ben Reno-Weber, director of the Microsoft Future of Work Initiative. “Louisville, like no other city, has a reservoir of data resources that can trace data across an entire company’s lifecycle. There’s not a place where you can do that everywhere.”

Reno-Weber urges a reframing of how to see data. He imagines shifting its current view from that of a “cost center” into an integral part of doing business, especially with the aging “silver tsunami” now arriving.
“Once we build that infrastructure,” he said, “because health care concentration is such an important part of our industry, success in the data economy is not about the technical shift but a cultural one. If a company in the health care space is going to be successful, it must change the way it sees data as a corporate asset.”

The aggregated power of the Big 12 companies now known as the Louisville HealthCare CEO Council (LHCC):

Some key partnerships are evolving within the LHCC, whose companies (with $100 billion in revenue) represent the length, breadth and complexities of the health care ecosystem, from payor to provider to those on the front lines of solving health care problems. Those initial discovery labs will likely evolve now based on the new normal, such as the need for elevated infection control, the emergence of telemedicine, and a first line of defense against a second COVID-19 wave.

Post-COVID aging innovation solutions will center around the need for intense infection control, says Dr. Arif Nazir, immediate past president of The Society for Post-Acute and Long-Term Care Medicine and chief medical officer at Signature Healthcare, a LHCC member.

“We all need to be better stewards of infection control patterns,” Nazir said. “Just think about what’s possible here with new competencies in infection control like face recognition and the ability to trace one’s steps and who used the sink last, how long hands were washed.”

With one in five Americans soon to be 65 or older, LHCC is stepping into the leadership limelight in aging innovation with its upcoming Global Healthcare Summit, now scheduled for Sept. 2-3, 2020. One of the goals of the summit is for national and world leaders and communities to take note: Louisville is solving global problems and community health issues.

International pharma is focusing on Louisville and the power of real data-sharing.

Pfizer Inc. and the University of Louisville’s Division of Infectious Diseases have an established history of collaboration. Their synergistic alliance now will become the basis for one of the first of eight adult population research centers being placed globally—and the only one in North America. UofL will “play a significant role in epidemiological research related to vaccine-preventable diseases affecting adults, including the elderly,” a recent UofL news release states.
The reason for the selection, Reno-Weber said, “is that nine hospitals that treat in Louisville are willing to share their data. At least one of the senior physicians was trained at CERID (The Center of Excellence for Research in Infectious Diseases).”

Aging2.0 partnership and relocation to the city:
Anticipating the next chapter for boomers, Aging2.0 was founded in 2012 on the West Coast to address the need for aging innovation with a public-private approach and international reach that “has grown to 40,000 innovators across 31 countries, with a chapter network that spans 120 cities and 700 events around the world.”

Aging2.0 moved its headquarters to Louisville in May, announcing a strategic alliance with LHCC that enhances the city’s recognition as a global epicenter.

Ecosystem emerged from Humana

The city’s culturally rich aging-care hegemony has its roots in Humana’s early history in the 1960s, when it became the largest nursing home company in the U.S., then transformed into one of the largest hospital companies, and next launched its own health insurance plan in the 1980s. As the American health care system changed, so did Humana. The company’s alumni spun proficiencies they developed there into new companies that today are an ecosystem.

“When an industry has thus chosen a locality for itself,” the great 19th-century economist Alfred Marshall wrote, “it is likely to stay there long, so great are the advantages which people following the same skilled trade get from near neighborhood to one another. The mysteries of the trade become no mysteries; but are as it were in the air, and children learn many of them unconsciously.”

Louisville might next evolve into a driver of expertise in staffing advancements; cures; the tech embrace of data realities; precision medicine; virtual care; the social determinants of outcomes; and the power of the one-on-one to deliver personalized health care that has never existed before.
LHCC members want real data share opportunity that can link with and push statewide advances out through the university system. They imagine Louisville being the pandemic crusader and COVID-19 killer for the world—especially as the leader in aging innovation, saving the most vulnerable among us.
“It’s that cultural piece that is potentially powerful,” Reno-Weber said. “Either we take advantage of it or we don’t.”

Louisville still needs money and trust
The finances of funding startup innovation and sustaining those start-ups through pivots and evolution to achieve sustainability are complex.
Entrepreneurs do, indeed, raise real money locally. In 2019, $70 million in capital was invested in Louisville. Investors often want the company to remain local for obvious reasons: community investment, access to the build, future growth implications, proximity to health care or pilot companies. They want companies to access ongoing local support and the navigational advantages of newer organizations like Louisville Entrepreneurship Acceleration Partnership (LEAP), and stalwarts like XLerate Health. There is growing a sense that having the money in Louisville and keeping it here is not the disadvantage that it may have once been.

But those involved in the Kentucky funding community have long said there still is not enough of it. There are, indeed, a lot of angel and venture groups out there and a “robust smaller investment category for super start-ups for $1 million or less,” says Gill Holland, a community leader and developer who launched reinvigoration of the NuLu area just east of downtown. “What we’re lacking is the $1 to $5 million for a $10 million raise. We need to get better at attracting out-of-town money.”

One local innovator, for example, received an investment from a Columbus, Ohio, incubator but then had to move his company there. And other startups don’t need large amounts of money, Holland said, because they’re more centered around “the ones and zeros of computer programming.”
What Louisville lacks and does need if it is to attract and encourage creative entrepreneurship–especially when solving for the aging care and innovation gaps–are the bigger dollars of serious equity investment and the funding that can take a solution to manufacturing and be able to see it through an FDA approval process, Holland said.

Such a robust investment community could support, for example, an innovator like Crestwood, Ky.-based Liberate Medical, which is being recognized for its external electrical neuromuscular ventilator technology, which can speed patient liberation from mechanical ventilation. Due to the increased need for ventilators caused by the COVID-19 pandemic, the technology now has the sudden opportunity to be fast-tracked by the Food and Drug Administration (FDA).

Kelby Price, executive director of Venture Capital at Kentucky Science and Technology Corp., agrees.

“Growing Series A investment activity will require more talent, more new companies or starts, and more successful exits,” Price said. “Simply said, in order to do it here, the source of the deal or local investors needs to be successful.”

Instead, says Larry Horn, director of LEAP, there is “a sucking sound from the venture capital community outside of the state,” looking to take away companies with good ideas.

LHCC aims to reverse that financial draw by creating not just opportunity for aging care-based innovation but new capital dollars from pre-seed to Series B. In 2019 it launched the LHCC Strategic Investment Fund in partnership with an already-established investment committee. The fund’s goal is to deploy the type of dollars that can scale innovation and generate financial momentum and wider revitalization.

According to Horn, Louisville investors can protect their investment and its value by maintaining it right in the city where it’s being developed, grown and piloted. A lead advantage for Louisville, he argues, is that the community’s “density of knowledge is offering more than just money but mentorship and inroads to potential customers.”

Louisville’s health care industry offers comparative advantages to leverage early-stage companies faster: validating that a problem has a possible business solution, pilot-testing strategically with first customers, a willingness to assume the risk of trying new things, and the market in which to do it.
“There are a lot of ingredients there,” Price said.

Holding them together will require a culture of trust, which is necessary in order to believe that collaboration can create more value, not competition. Potential impediments to success could be inadequate trust among the Big 12 LHCC members on the data share; navigating 12 unique corporate cultures for early investment dollars; a well-developed pilot that never lifts off; or a stalled opportunity in early adoption phase due to compliance or other legal burdens in an over-regulated HIPAA nation.

Solving for the new normal

“Now is the time for Louisville to take the lead in AI based solutions,” LHCC member Nazir said, “including the automation of wearables so when a doctor logs in, he or she already has 1,000 readings from the pulse rate and we can then start to see trends in their health.”

By automating data gathering for significant health determinants, personalized health care evolves. It allows matching community resources with the background of the patient, enabling clinicians to offer better patient care and services.

With wearables, Nazir said, there are more eyes on his patients—digital eyes that do not tire. And he can focus on responding to needs better and faster while being able to adapt care plans or pathways.

He and other LHCC members see a health care that could involve the following:

Wearables—a new kind of technology that fulfills the need for a better understanding on what is going on in the patient’s body. For instance, simple matters like how any times a patient is turned in a hospital bed can be significant. Human resources make it impossible for a one-on-one clinical patient ratio but with wearables and real-time data, might feed AI for a type of robotic nurse.

Personalized medicine through genetics­—giving the patient what they need via a personalized medicine, which links to the data-share opportunity between the Big 12 and the city’s digital alliance with Microsoft. The COVID-19 experience is accelerating the arrival of a new landscape of digital medicine that the world is increasingly ready for.

Technology with a human touch—Telemedicine and broader-based telehealth solutions are all the rage with their urgent adoption due to the dual needs of preventing transmission and getting care to elders who are the most vulnerable to the coronavirus. But it cannot replace the care given face-to-face. While doctors and clinicians are embracing it for many reasons, social distancing is still considered a temporary practice, and care delivery remains a very organic relationship.

Specialties will begin to expand—Technology is creating an opportunity to push more specialist care out into the system. The medical community already is curious after this spring’s telehealth regulatory waivers to see where health care licensing rules go, as well as interstate commerce of physicians and specialists across state lines.

Creativity in financial controls—Payors are embracing technology for prevention, compassion and lowered costs. Insurance is granting more flexibility of services. Rebranding American health care, with new codes, new waivers and new requests will become a necessity for driving quality care into rural areas, for preventing COVID-19 for patients and staff alike, and making distance care an option.

Filling the need for a new normal

The new normal almost forces a new philosophical framework overlay that has ruled this country since its foundational pillar of capitalism and individualism.
Deficits at the city, county and state levels will demand a new economy with new economic realities. Meeting budgetary shortfalls and bankruptcy threats may be solved by the density of health care knowledge right in the heart of Louisville—if pooled into a post-COVID strategy to revitalize an economy that drives job growth, tax revenues and repopulates hope.

Greater Louisville’s health care leaders think they have the goods, the expertise, the brilliance, the industry respect, the global outreach and the existing infrastructure to figure this out. And a billion people need it.

Dianne H. Timmering is a correspondent for The Lane Report. She can be reached at


“Payoff Will Be Billions if Louisville Can Be Best at Aging Innovation” by Dianne H. Timmering

By Dianne H. Timmering @dhtimmering

Its sector is a leader, but lucrative market to help boomers live better won’t be on without a fight.

Aging is a new dawn of health care. Tens of billions of dollars are at stake as an epochal time for revolutionary wellness and aging care begins. Louisville is contending to lead the revolution but it is not clear yet that anyone has defined exactly how best to compete for and win this new health sector of aging innovation.

The older we get, the more we recognize that age is just a number – and considering the alternative, age, at any age, is a good number.

In his book “The Longevity Economy,” Joseph Coughlin notes that the concept of “old age” is actually a newer invention: “Historically, in many different cultures and time periods, growing old was something experienced on an individual basis – not at a set age … and not always according to the same set of rules.”

Good to know since an avalanche of aging boomers is arriving – a byproduct of a decade-plus period post World War II when the world produced an outpouring of what had been lost in war’s carnage: life. Now, that burst of “baby boomers” is pouring in at a rate of 10,000 a day. They are coming; they are here.

Born 1946-1964, with plenty of company from the years before and after, they want what they want. Considered the “me generation,” it is 40% of total consumer spending and 70% disposable income (Forbes, Sept. 2017). Tech smart, active and focused on healthy lifestyles, they have unprecedented buying power and are generating an innovative health care rush by the thousands who serve them – from the single entrepreneur to the multifaceted provider communities.

But as the new dawn of aging breaks, what does it look like with new rules – or no rules?

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The challenge of influencing, even leading, this new dawn has been set, and Louisville has a real shot at crafting the rules: what it can look like, how it can feel, how health care delivery happens both in hospitals and post-acute facilities and the halls of their homes, how seniors will engage, how they will interact with technological might, how they will access care, pay for it, even prevent sickness.

Yet, this megabuck competition may be Louisville’s to lose. It already has been deemed a national aging innovation centerfold by a 2018 Forbes magazine article based on its health care industry heavyweights like Humana, Kindred Healthcare, Trilogy Health Services, Atria Senior Living, PharMerica (merged now with BrightSpring), Norton Healthcare, Signature Healthcare, Baptist Health, Apellis Pharmaceuticals and others with approximately 375,000 employees across various domains of insurance, home-based health care, hospice, pharmaceuticals, rehabilitation, senior living and skilled nursing.

‘We need to go and get it’

It’s already a powerful economic driver worth $90 billion in revenue, according to Ben Breier, president and CEO of Kindred Healthcare.

“Louisville is considered the aging-care capital of the United States,” said Humana CEO Bruce Broussard, “because of what the companies based here are doing in health care.”

“Health care is our largest sector in the city and Louisville has a legitimate claim, but we need to go out there and get it,” said Kent Oyler, president/CEO of Greater Louisville Inc.

Earlier this decade, realizing the potential in aging care, some of Louisville’s sector leaders began efforts to join forces and grow their economic critical mass. Last year another dynamic was launched to increase the collective strength of once-siloed powerhouses of health care into a juggernaut of unprecedented force.

A dozen stalwart companies in the aging-innovation space formed the Louisville Healthcare CEO Council (LHCC) to aggregate the atomic power of these formidable health care giants and the critical resources big companies can provide for investment, prototype pipelines, mentoring and being a driving force for change – with the intent also of crowning Louisville the monarch of this medical sector.

“The whole concept is to band together with a common voice, a common place for opportunity to happen,” said Randy Buford, president/CEO of Trilogy Health Services.

“My colleagues and I on the LHCC represent the strength of health care organizations we have in this portion of the country,” Broussard said. “With the companies represented on this council, including Humana, you can journey map the entire patient health care experience beginning to end.”

“The creation of the CEO Council was the missing piece. … We are now able to mobilize as an industry cluster and energy source for others to plug into,” said Joe Steier, president/CEO of Signature Healthcare.

“We now have a solid platform for intentional disruption,” Breier agrees. “It’s not always easy to think about innovation, but now we can solve for the big problem – start on one path, change when we need to.”

New tools to speed innovation

Some national innovation leaders agree that Louisville is a viable contender to be the capital of aging care innovation.

“I don’t think it (Louisville) is yet, but it could be,” says Cedric Francois, president/CEO/co-founder of LHCC member Apellis Pharmaceuticals, a biopharma development company working to create sophisticated therapies for autoimmune and inflammatory diseases. “We are about to see dramatic reform, and Louisville is onto something; I like the ambition behind it. The recent CareTech pitch (a LHCC aging innovation pitch competition) is a great example of focusing on an important segment of society that is neglected. Tactically honing into the caregiver is a great approach.”

“Louisville has a shot,” says Unity Stoakes, president and co-founder of San Francisco-based Start-Up Health, founded in 2011 to build a 25-year plan to improve health by investing in a “global army” of entrepreneurs. The LHCC “is a great example of an ecosystem that has emerged around a particular theme,” Stoakes said. “These great companies can not only invest but commercialize (products) and innovate new solutions.”

He went on to say that the emergence of the internet fueled the power of retail and media in the 1990s but outpaced health care innovation; Louisville’s ecosystem is better positioned now to speed things up.

This new speed is optimized by LEAP (Louisville Entrepreneurship Acceleration Partnership), a vehicle for entrepreneurs to jumpstart and accelerate their ambitions of innovation and technology in the aging-care space. It has the early blessing of the Kentucky Cabinet for Economic Development’s organization and funding, the academic and research arm of the University of Louisville, the startup support team at GLI’s Enterprise Corp., XLerate Health’s innovation building, and the LHCC, as well as a new capital model to help finance opportunities and the entrepreneurs needed to make them.

“Health care is a top sector and priority for the Kentucky economy and is so critical in real measurable economic output; it boils down now to focus,” said one of state government’s lead economic development specialists.

A growing collective reasoning emerges: Louisville may finally be able to play host to a full sanctuary of mechanisms and structure for a growing community of wellness and aging-care pioneers.

Cooperation generates excitement

Entrepreneurs like John Williamson, founder/CEO of RCM Brain, a startup looking to use artificial intelligence to improve workflows, are encouraged.

“Now a motivated start-up with a relevant solution may have a better chance at a connector and interested BigCo (big company) influence,” Williamson said.

“Innovation can now take hold in a real system, and have an outcome,” says Mary Haynes, CEO Nazareth Home Inc.

“Baptist Health is actively working together with other Louisville-based health care companies and their CEOs, and the academic community,” said Gerard Coleman, CEO of Baptist Health and a recent addition to the LHCC, “to identify both existing companies and innovative start-ups that will not only help support and improve the lives of the senior population, but also the lives of those who care for them.”

The pace of technologies like AI (artificial intelligence) and nontraditional care settings like staying in the home longer is accelerating, with help from the powerful connectivity engine of telemedicine, “smart” home technologies, virtual reality, sensors that can determine just about anything, apps that can detect paid and unpaid caregiver burnout, analytics that can predict a fall before it happens, even the nonimaginary realization of “domotics” (domestic robots).

If it achieves traction, Louisville can not only redefine care delivery with its great depth of expertise but re-create and re-cast the meaning of aging – what it actually means to age – rewrite the rules and become a mecca for entrepreneurs who aspire to advance their fields, products and services because of the support system that awaits them.

The current excitement around the LHCC is demonstrable, but there also is some better-late-than-never sentiment.

“There were stops and starts” in the city’s ascendancy efforts regarding well and aging care, said Randy Buford.

When Signature Healthcare moved to Louisville in 2010 from Palm Beach Gardens, Fla., it had hoped to quickly be part of a broader business community of shared learning and collaboration. Signature viewed with reverence the rich health care legacy of Humana, Vencor, Kindred, ResCare Human Services and others. However, there was not as much collaborative synergy-creating connectivity at first.

“The main difference now,” said Joe Steier, CEO of Signature, “is that the health care vertical is being embraced by both private and public resources with funding shifts and resource support.”

Nine years later there is a broader sense that Louisville should fight even harder to wear the aging-care innovation crown, not only because of its existing juggernaut and health care legacy, but because the longevity economy is real. And it is big.

Success would be felt statewide

According to Coughlin’s “Longevity Economy,” which was released in 2013 by AARP and Oxford Economics, the financials of meeting the care needs of the aging generation clock in at around “$8 trillion, and this is growing,” said John Reinhart, an early innovation leader.

And what is it worth in real dollars to the city and the commonwealth of Kentucky? Hard-dollar figures on aging care’s present role locally do not exist, but should Louisville’s existing force achieve recognition as a leading world center and attract even 1% of the global longevity economy to move or expand here, that $80 billion would represent a 40% expansion of the state’s current $200 billion GDP.

According to recent reports, Louisville is already Kentucky’s primary economic engine and generates 42 cents of every state tax dollar, funding public services in all 120 counties.

“Expanding … in the aging care and wellness space is a top priority,” said Mary Ellen Wiederwohl, chief of Louisville Forward, the city’s economic development agency. “Health care is transformative to a local economy, creating growth in office space utilization and innovation jobs well above the median wage.”

In fact, think of the economic force of the 65 and up U.S. population as its own territory and space quantified by its own country calculated by GDP (Gross Domestic Product) and boomers become the third largest country in the world.


“We now live in a world chock full of older people, with, as of 2015, 617 million people aged 65-plus, a population roughly double that of the United States, the world’s third-largest country,” according to “The Longevity Economy.”

In fact, the Greater Louisville economic health care engine right now “reaches nearly half of the nation’s aging population and over 80 million people annually,” said Tammy York Day, president/CEO of the Louisville Healthcare CEO Council. And that will only grow as the Longevity Economy does.

An entrepreneurial system’s payoff

To be able to harness a part of the multitrillion-dollar aging care innovation world would bring Kentucky and Louisville into a first-tier city, perhaps as much as landing an NBA team would.

“And we would be solving problems,” Steier said. “I know our post-acute (care) space is five times more challenging to survive in than when we relocated here. … To have external peer support, accelerated alignment for the big change stuff and a safe place for objective dialogue is invaluable.”

“Funding for innovation in aging care can come from cost-avoidance for organizations paid under value-based or other recent incentive structures,” said David Jones Jr., managing partner and chairman of Chrysalis Ventures, a Louisville venture capital firm. “For example, Medicare Advantage insurers might be interested in paying for healthy food or telemedicine consultations in the home, if these innovations keep seniors out of the hospital.”

And just how important is the academic and research side of health care innovation? Big enough to be a founding member of the LEAP initiative: the University of Louisville, with a top entrepreneurial school, academic and research arms, and the UofL Trager Family Institute for Optimal Aging, is considered a critical factor to the overall success of this developing ecosystem.

“We are all in,” said Neeli Bendapudi, University of Louisville president. “Especially from a research perspective. We have all the pieces of the (aging) industry (in Louisville). It’s what we want to be known for, and be a part of our city, state and industry focus.” “The Trager Family Foundation and Republic Bank Foundation are heavily invested in the community, particularly in making us (Louisville) a center piece in serving the aging public,” agrees Steve Trager.

Consider the following scenario for local, state, national and international innovation collaboration:

An entrepreneur is here, starts a company, develops a specialized technology, receives early-stage connections through LEAP, accesses capital, builds out a commercialization strategy through XLerate Health mentors, connects to fellow travelers and partners through GLI’s more than 400-member Health Enterprise Network, becomes an academic clinical trial at UofL, pilots with a local national BigCo, is showcased at The Thrive Center and scales its way to product adoption by the Louisville Healthcare CEO Council either for sale (B2B, B2C) or product service enhancement – an epic collaboration of resources in an aging world.

Louisville’s odds improve if…

But most are in agreement that the following must happen:

• The BigCo doors stay open.

• The LHCC giants engage – Kindred’s Breier and Humana’s Broussard are very engaged, according to a council member.

• The entrepreneurial innovators show up – LEAP aims to be a catalyst.

• The research and academic arms find effective ways to integrate their formidable power into the enterprising process, which requires variations of venture capital, investment and “friends and family” money to fund it.

• More access to new capital.

• The specialization of varied workforce, detailed labor and talent to get it all done is achieved.

And they do it all together.

Louisville then has a good chance.

But there may be a few challenges to overcome.

LEAP recently issued a comprehensive TechStar report assessing the local community and found that even with all the city’s goodwill toward innovation, it was still emerging in three of four categories. “We are emerging, but we want to be leading. We’re emerging because we are moving toward a higher number of start-ups being formed, but we do need more collaboration and impact. This is a team sport. Industry, academia, angel investors, venture capitalist, and mentors – we all need to work together,” says Patrick Henshaw, CEO, LEAP. “We need to go from activity to impact. We need to connect and collaborate.”

Sean O’Leary, EdjAnalytics founder and co-founder/former CEO of Genscape, an entrepreneur his whole career, says that he and others are very “excited about the TechStar report and LEAP” and want to model “it after what Cintrifuse has done in Cincinnati.” Cintrifuse is a consortium similar to Louisville’s LEAP whose plan helped launch the Cincy entrepreneurial landscape into new stratospheres of impact.

“There is an opportunity,” O’Leary said, “for a young company from the B2B side who just needs a chance to prove a product, so that getting the opportunity to work with larger companies” is critical.

But how can Louisville compete with the Bostons and the San Francisco Bays, especially from a capital, workforce and tech development perspective?

Anything that drives the entrepreneurial spirit – and has an epicenter of challenge and economic gain – attracts competitors. And there are other cities vying to be the aging-care innovation capital. In addition to Louisville, experts point to the MIT AgeLab in Boston, for one; another Midwest city that is promoting its “SilverTech revolution;” and also, of course, the Northern California Silicon wave that is also swept up in this innovative aging race.

Capital? It ‘follows the opportunity’

Investment capital for innovation could also present a key hurdle since, as one Louisville entrepreneur said, “We have to work twice as hard to get local dollars.”

“We are addressing this by bringing capital into the region,” York Day said, as well as better leveraging current investment streams and streamlining capital access intricacies.

But there’s good news.

“Capital follows the opportunity more than it creates the opportunity,” said Jones. “We exist to serve the entrepreneur. We are a matchmaker. And most importantly in the context of the LHCC and CareTech [pitch] and what’s going on in the aging economy, the purchasing power of these big companies,” can be huge.

Another constant challenge is the workforce talent and expertise needed; it exists already in Boston and larger first-tier cities.

“It’s a growth area for our economy,” according to O’Leary, who has expertise in the high-level technical and analytical job market.

There are solutions, like the launch of The Hive – a joint creation by Kindred Healthcare and UofL to collaborate, for example, with West Coast tech resources, and to identify workforce early within the J.B. Speed Engineering School and spark thinking about the business of home health and senior care and innovative tech ways to address needs and solutions for this growing aging population.

Another big step toward fixing the workforce deficit is the launching of the IBM Skills Partnership that UofL’s Bendapudi announced in April. In this first-of-its-kind initiative, IBM is teaming with five universities to improve next-generation workforce skills by providing resources – including special training for faculty – to improve tech education “literacy tools” in cloud computing, artificial intelligence, data analytics, blockchain, supercomputing and other areas that are crucial especially in a modern health care world.

And there are the tech innovation hubs popping up across the Greater Louisville area from the new NuLu Hub, Startup Louisville, iHub and the 1804 Entrepreneur Center, where technological creations, solutions and gap-filling ideas grow out of either work experience or personal encounters. The emerging Louisville landscape is populated with the pieces to become a capital of “aging well” innovation, especially focusing on the city’s health care roots, and every leveraged strength of its health care past merging and integrating with the new seeds of startups.

There is a school of pragmatic thought to focus on where one leads or specializes. In Louisville’s case it is aging innovation care.

“The DNA of our health care existence in Louisville is really strong,” said Russell Cox, CEO, Norton Healthcare Inc.

Effective ecosystem attracts talent

If Louisville can’t compete with Boston and San Francisco, for example, for other technologically tuned innovative advancement, it can perhaps win the health care sector battle with its core strengths and increasing competitive advantages in aging care innovation.

Unique to Louisville is the advanced leadership development in the aging-care space underway. Keith Knapp, associate professor and chair of the Health Services and Senior Living Leadership Department in Bellarmine University’s College of Health Professions, a health care quarterback for decades, has developed a senior-care management program for health services and senior living leadership at Bellarmine. There are less than 15 such programs in the country.

“We are developing leaders for tomorrow’s spectrum across the aging services continuum, anything in the post-acute care space including home health, hospice, senior living, etc.,” Knapp said. “Equipping students who are not necessarily drawn to a clinical role but want to be leaders in health care are drawn to this unique career path. The common denominator is the deep-seated empowerment to make a difference.”

The program has attracted more than 30 students into the new major and had its first two graduates this year. New students are coming to Bellarmine because of the program.

“Our program is growing faster than expected; we are recruiting new faculty,” Knapp said. “And we (Louisville) have such a hallmark of leadership in the city, we can bring in the presence of locally based national practitioners to teach courses.”

And while Louisville isn’t Boston, Trilogy’s Buford makes the point that what separates Louisville from these other cities is that if the community gets the right ecosystem going, the talent will be drawn to a city where affordability and quality of life may outpace the competing markets.

“Some entrepreneurs simply can’t afford to live in San Francisco,” Buford said. “With growing access to capital and events like the CareTech Pitch, people are starting to notice our city. It doesn’t happen overnight. It’s a layering of piece by piece.”

“We need to fully adapt the opportunity of Louisville, which is a cool city for young people,” Apellis’ Francois said.

“It’s not just a place to live. It’s also a medical address that can take you fully through your life and enable you to age well, no matter your age,” said Norton CEO Cox. “Companies who provide health care services or products to any demographic can thrive here and achieve stickiness for a long period of time.”

PR efforts crucial to a win

Passport Health Plan CEO Mark Carter, one of the LHCC founders and its current chairman, describes it as “grabbing the space, distinguishing ourselves (from a Nashville market) and winning the PR battle” for the aging-care capital.

Breier agrees.

“It’s ours; especially if we say it enough,” he said.

It is an unusually rare opportunity, York Day notes.

“Aging innovation is a national issue, and we are at its center for solutions meeting a critical national need. So why not here?” the LHCC president/CEO said.

“The council’s work is not limited to Louisville,” Humana CEO Broussard said. “Rather, Louisville is the nucleus, and the rest of the country benefits from what’s developed here. The LHCC was created to ensure that we are on the forefront of driving and discovery of innovation, supporting entrepreneurs and businesses, access to infrastructures and capital necessary to bring their ideas to market and scale their business.”

Within this decade, seeds tilled by many local entrepreneurial pioneers have grown together into an opportunity to stake a real claim as the aging-care innovation capital for the nation, maybe the globe. However, Louisville today doesn’t have the luxury of time that allowed a Kentucky Derby first run in 1885 to rise to worldwide prominence and a bourbon industry to mature over recent decades into its present global footing.

A technological environment in which forces can measure change in minutes and seconds must be respected, and action must be taken when the business forge reaches the right heat. If Louisville does not disrupt the current future of aging care, another city will. Louisville could truly be positioned to be a capital for aging innovation, or it could turn out to be a hub that feeds another.

An ecosystem is a dynamic force that if built, nurtured and developed can be an organism of change and make being the capital of aging care innovation a reality. And it looks like everything is pointing forward, with the LHCC dynamically unified, good and deliberate sowing of past efforts and the embarkment of real collaboration, even with some stubbed toes and previous starts and stops.

Louisville is taking the partnership steps to meet the critical needs of research, workforce and capital for the emerging space of entrepreneurialism for an aging globe.

The forces that are for Louisville are greater than the forces that are against her.

Dianne H. Timmering is a correspondent for The Lane Report. She can be reached at

This article originally appeared o the Lane Report website  June 18, 2019. You can access it HERE.

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“Louisville, KY . . . A Great City Of Cause And Effect” by Dianne H. Timmering

Louisville, KY is a great city of cause and effect—filled with the power of innovation, a real testing ground for live feedback on products, services, technologies—a testing ground for the fluent edgy ideas and new venture offspring, concept-building from one vision to creation, with entrepreneurs in the making, a knowing, a passionate drive of unstoppable thought leaders with toes in the revolutionary waters of experiment willing to challenge the healthcare experience for generations to come. We need to capitalize on this ointment in our cultural fabric, and not give it to another.

Dianne H. Timmering

Faith and Politics Intertwine as Timmering Drives LTC Change by Leading Legislative Efforts

It’s no secret that sweeping change is taking place in health care, with both delivery and payment models in a state of upheaval and uncertainty, demanding that health care operators not only take note, but take action.

Signature has long worked to build relationships with lawmakers, with Director of Legislative Affairs Kathy Gallin making considerable headway during the past few years. Gallin has drawn numerous local, state and national officials to Signature events, helping residents and stakeholders voice opinions about pertinent issues to their elected representatives and exercise their ability to push for positive change.

Now the company is expanding its government relations efforts, a process that is being helmed by Dianne Timmering, now Vice President of Spirituality and Legislative Affairs.

“We are more than 80 percent funded by the federal and state government – they control our reimbursement stream,” she said. “We have to be involved.”

Signature has quickly aligned itself with other providers in the fight for an improved and more efficient health care system, and a friendlier climate in which those providers can operate. The company has joined or has plans to join various state and national health care organizations, including the American Health Care Association this year and the Kentucky Hospital Association in 2015.

“We’re not just skilled nursing anymore, and we’re not just long term care,” she said. “It’s next-level integration.”

As further evidence of the need for deeper involvement in the political process, she points to several examples, such as the shift away from a fee-for-service model and toward a bundled payment system, along with states transitioning to a case-mix system and legislation that would pave the way for a site-neutral payment system between inpatient rehab facilities and skilled-nursing centers.

“Being on the forefront of a good site-neutral bill, for example, could tip the reimbursement quotient,” she said. “Not overnight, but in a couple year period of time.”

Given her background, Timmering is more than equipped for the job. She spent several years in Washington, D.C., as a policy enthusiast and political fundraiser, even working for Bob Dole and later serving as a lead advance representative and messaging expert for Pres. George H.W. Bush.

During this time she traveled the world, developing messaging on policy impact and creating events for the president. Timmering worked with local embassies and met with global political leaders alongside the president as he worked to strengthen diplomatic relations between warring nations, among other efforts.

An entrepreneur first, she later became a self-proprietor and worked as a fundraiser – helping drum up millions of dollars in support for various political and trade organizations, associations and not-for-profits – before venturing into the private sector.

Dianne joined Signature (HQM at the time) late in 2005 and co-created, alongside Signature President Joe Steier, what would become the company’s Spirituality Pillar. The unit now employs more than 100 chaplains and support staff, operating a $4 million annual budget.

Timmering, who holds Master’s degrees in Fine Arts (Writing) and Business Administration, vows that while her new role is demanding, it does not come at the expense of the Spirituality Pillar – and that the two are more intertwined than they might initially appear.

Her policy vision is to take the outcomes of several qualitative studies now being conducted by her chaplain army in the field, and to show CMS within five years the efficacy of spirituality in the integration of overall care where it has reduced anxiety and depression, or the power of prayer over a stage 3 pressure sore.

“There is a spiritual essence to the political piece, and that is ensuring the survivability of an industry to take care of the most vulnerable, the sickest and the least among us as good stewards of our people and the government funding provided.”

“Spirituality is such a movement now within the company and embraced by so many,” she went on to say. “It’s not because of any one person that it’s successful at this point. The power of spirituality is the freedom to choose to be, to plug into individualized spirituality, whatever that means to them. That’s the culture and climate we’ve been able to create here.

“And now it’s this explosive effervescence that we live and breathe as a company, and therefore spirituality kind of walks around the halls with us. And that’s exciting.”


New Panel Series Seeks to Empower Women in the Health Care Workforce

A 2012 study revealed that only 4% of healthcare CEOs are women – a staggering statistic considering women are largely the decision-makers when it comes to health care for their families.

Signature is attempting to boost that percentage of women in health care leadership roles with its recently launched panel discussion series. Dubbed ‘Outliers’ – after the book by well-known author Malcolm Gladwell – the series facilitates discussions about how women might distinguish themselves in the workforce and ascend the ranks within their organization.

More than a dozen people – both women and men – attended the meeting last week, and even more dialed in by phone.

The panel was composed of leaders from Signature’s three organizational pillars, all women. Director of Spiritual Initiatives Stephen Bowling served as moderator, and panelists also fielded questions from audience members.

From the outset, strength and determination served as central themes for the meeting.

Vice President of Spirituality Dianne Timmering noted that responses to the word ‘no’ often vary by gender. Women are often inclined to accept rejection as a final answer, she said, while men may figure out a different way to ask the question.

She implored women to summon the confidence and determination to pursue goals with fervor.

“It’s about being fearless. It’s about embracing risk. It’s about being okay with failure,” she said. “And really, that’s what the power of an outlier is to me.”

Each of the panelists harkened back to previous experiences that helped define their paths.

“I was very in tune with everything that was happening around me,” InnovateLTC Director Alicia Heazlitt said of her childhood. “I think where I am today kind of mirrors how I was brought up.”

The group also spoke about ‘edification’ and the importance of creating a nurturing, supportive environment as a means of empowering fellow workers.

“You have all this richness here at Signature,” Timmering said. “Be bold. Be assertive. Find that divine appointment in yourself and pursue it, and become your own outlier.”


“My Miracle of Spring, Part II” by Dianne H. Timmering

Then the LORD said to Moses, “I will rain down bread from heaven for you. The people are to go out each day and gather enough for that day. In this way I will test them and see whether they will follow my instructions. Exodus 16:4

Team: I wanted you to see this follow-up from the Miracle of Spring Daily D sent earlier this month. Your prayers and tenderness and power of hope in healing goes beyond our four walls. You are a revolution for the impossible because He can do all things.

Let us take a moment today to pray for Shaun Kern, a man in need of a cure for that which the world has deemed inoperable, incurable. May God show the cure to the doctors who surround him. May God bless all of you this day with the miracle hope of a long dead dream, where old promises have weakened and endurance has shut down, where the cells of fatigue are all that remain. Believe today for resolution in a situation in which you have lost faith. Raise up your head and smile at the heavens because Manna comes.

May God bless this man and his family for this kind of impervious faith. Is this the faith of a mustard seed? We are souls praying–many voices, one community of hope, a moving mountain. If we all cry out is it a symphony of certainty for total healing? Are we his shield of protection? Because Shaun reaches out and touches the magnificence of Presence around him will he be instantly well? I believe, yes.

Love to all for the perfect weekend for it is possible. Luke 10:19; Psalm 91 always. Dianne

Your prayer is your power. Pray Ask Receive Restore Heal Miracle Now . . .

On Apr 11, 2013, at 7:33 PM, Karen B. wrote:

Thought you would like to read what my neighbor wrote after reading your Miracle of Spring today.  Melanie’s husband Shaun is 43 and has an inoperable brain tumor, with 3 children under 8.  She keeps a journal on Caring Bridge for all family and friends and her strength and faith are truly an inspiration.  God’s timing is always perfect.  So glad I was able to share this with her today.

Many blessings,


From: Melanie K.
To: Karen B.

Subject: Re: My Miracle of Spring

Thank you for sharing this. As our friend and Sunday School teacher just checked on us today I said, “Praise God for sunshine, rain, & warmer weather! As I was in prayer for Shaun today a peace came over me as if God was telling me everything’s gonna be alright. I know God is going to allow Shaun to live because researchers are too close to finding a cure.”

You sending me this today is even more confirmation that HE is listening! What a great day!


On Apr 11, 2013, at 2:44 PM, Karen B. wrote:

Wanted to share this.  From VP of Spirituality at Dave’s company

Behold, I make all things new. Revelation 21:5

The miracle of spring always astounds me. Just before it arrives, the world seems gloomy and the trees stretch lifeless into the sky as if hanging on the air for their only balance. The grass is dull and vague and angry, stomped by the weight of heavy cold.

And then the air begins to breathe and the grass freshens, the dew nourishing its frozen paleness. And we have life. The first bud. And then another. The flower blooms, and yellows and pinks begin to live in the wild again, and life arrives. But then life was already going on. Underground, in the air, in the hope of nature, the violin of rain, the cello of the storm, the flute of snow, the viola of the budding seed, which builds into this perfect crescendo of orchestrated love, its symphony entitled: My Miracle of Spring.

Maybe that is how some miracles occur, and some mountains are moved with the faith of a mustard seed, all things working out for the very best good. The law of nature is your miracle proof; it is coming, it must, you asked and it always does.

Love to all. Psalm 91.  Dianne

Dianne Timmering
Vice President of Spirituality

PRESS – Long-Term Living Magazine Interview

I recently did an interview with Long-Term Living Magazine which is currently on their website.

As stated in the article, “Signature’s Dianne Timmering, vice president of spirituality, speaks with Long-Term Living’s Associate Editor Pamela Tabar on how the company’s bold experiment has become a hallmark of its leadership, an industry example in employee management and an unexpected marketing driver.”

Pamela Tabar, editor of the magazine informs us that “the Q&A with you has been on our website’s “most popular stories” list for the past 2 days!!”

The entire interview can be viewed HERE.

Dianne H. Timmering, Vice President of Spirituality
Signature Consulting Services, LLC

“We Believe In Healings, Part 2” by Peggy Kibler, SDC, Cedar Hills

I felt compelled to share this with you…. As I was in the ICU yesterday with my friend (Mary) that was on life support, I watched as her life flowed out of her, no matter what meds were given (epinephrine, atropine and bicarb) she was gone, life had left and death had overtaken her body. And I stood there praying that she would still be alive (even in a comatose state) so her daughter and granddaughter (12 yrs old) could make it back in the room.

You see the last image that the young granddaughter was going to have to live with was trying to help her mother place Mary on the floor so they could begin CPR and rescue arriving and try to revive her….. with all evidence before me and the nurses who were administering the meds and providing care, that was not going to happen. They arrived to the room just a few brief minutes too late and the granddaughter just spun around on her heels and left the ICU unit before seeing her grandmother again and getting to say goodbye.

As I went to comfort the granddaughter in any way that I could, she cried and held onto a letter that her grandmother had written and sent to her in the mail not long before… she decided that she wanted to see her grandmother, so I went to make sure that Mary was appropriately presentable and as I walked into that ICU room, Mary had a pulse and BP and her color had returned (she remained in a comatose state but there was a form of life present) I looked at the doctor and she said “she’s back for a little while.” I quickly went and got Samantha (granddaughter) and told her she could go and talk to her grandmother……Samantha was able to see her grandmother in a peaceful state and she was able to get some closure before she was gone…. God didn’t give us the miracle of giving Mary back to us, but He sure gave a lot of healing to that daughter and granddaughter in the last few minutes of Mary’s life here on earth. God cares about us and takes care of the details……

Peggy Kibler
Jacksonville, FL

PRESS – Business First Article – “Spirituality Plays a Valuable Role in the Workplace”

The June 29th edition of Business First Magazine featured an article written by our good friend Dr. Rick Underwood and me entitled “Spirituality Plays A Valuable Role in the Workplace”.

The entire text of the article is below, or you can view it free on Business First’s website HERE.

Spirituality plays a valuable role in the workplace
by Dianne H. Timmering and Rick Underwood

Are there appropriate ways that spirituality can play a positive role in the workplace while respecting diversity issues? There are some for-profit organizations who think the answer is a resounding “yes.”

Through the years, faith-based, nonprofit organizations such as hospitals often were the only workplaces that placed an emphasis on faith development and growth in spirituality. That is changing as more for-profit organizations experience the value of promoting spirituality among their staff and clients.

Some, such as Signature HealthCare, are integrating spirituality into their business plan while enjoying positive business outcomes. Signature, for example, launched its grass-roots spirituality program in 2005, focusing on spiritual care delivery with a dedicated chaplain and spirituality program for each long-term care center.

Qualitative and quantitative results confirmed the need for well-trained chaplains in spiritual care as it related to employee empowerment, meeting residents and their family members at the very point of need, and improved therapy and clinical outcomes.

For Signature, spirituality became an issue of the heart, founding the program on unconditional love for all faiths and cultures. Educating the Signature chaplain corps on tenets of understanding, listening, and humility was key to the spirituality program’s early success as well as encouraging the love and respect for one’s “neighbor,” regardless of religious or philosophical affiliation.

Members of the Signature community began to learn from one another with the barriers down. Now God (of each person’s understanding) in the workplace is a part of the fabric of their culture, from recruiting to decision-making. Purpose and personal mission, which all of mankind eventually pursues, are explored and encouraged.

Background of the movement
The roots of spirituality in the workplace began in the 1920s as individuals sought to live their faith and spiritual values in the workplace. Through the years, the interest in finding creative ways to integrate spirituality into the workplace has grown.

Some trends that led to this interest were:

• Mergers and acquisitions that destroyed the sense of security for workers and led some to seek forms of inner security;

• A global economy that called into question long-term economic viability;

• A decline of mainline church attendance because, for many, the message was no longer relevant;

• Baby boomers facing retirement who began to ask questions about meaning and purpose.

A new focus on spirituality
In the workplace today, terms such as transformation, transcendence, meditation and soul have become commonplace. Many workers in a knowledge-based business environment want to bring their entire self to work: body, mind and spirit.

It now is apparent that interest in matters of spirituality is shared by active members of faith groups of all kinds, by people whose religious practices have lapsed and by those who seek purpose, especially when it is lacking or seems to be unidentifiable.

Implications of spirituality in the workplace
Spirituality is essential to health, credibility, trustworthiness, respect, fairness, meaning of work, sense of community, creativity, commitment, ethical behavior and productivity. Recent unethical behavior among top corporate executives has confirmed the need for integrity and ethical behavior. Fortune magazine found that corporations that adhere firmly to integrity based on these values have a 50 percent higher growth rate.

Traditionally, the term “religion” has been associated with an institutional community that practices faith in a specific tradition or creed. In contrast, the word “spirituality” in the workplace is being treated as an alternative or, in some cases, a complement to religion that involves focusing on a particular way of thinking about self, others, work and organizations.

Promoting spirituality in the workplace

Activities that promote spirituality in the workplace include:

• Servant leaders/employee assistance programs (or less of a need for such);

• Programs in diversity, bereavement, wellness and stress management;

• Support groups and prayer systems;

• Management and leadership systems that promote growth, development and transformation;

• Encouragement of creativity, self-expression and innovation;

• Feedback systems that help all walk the talk of the values of the organization;

• Brown-bag lunch discussions of similarities of different faith group beliefs and practices.

As the world faces many uncertainties in the future, new strategies that integrate spirituality as one of the core business functions can help bridge the generational gaps, empower people through a spiritual intelligence of gained wisdom, inspire and retain a loyal work force, create outstanding customer service, contribute to the development of a global future story and ensure financial sustainability.

Rick Underwood is managing partner and performance consultant for Leadership Management Institute in Louisville. Dianne H. Timmering is vice president of spirituality for Signature HealthCare in Louisville.

Dianne H. Timmering, Vice President of Spirituality
Signature Consulting Services, LLC

Amazingly Different – Testimonial from A Bellarmine Student

Recently I had the pleasure of being a guest lecturer to the Entrepreneurial Strategy class in the MBA program at Bellarmine University. The course focuses on the
development of strategy from an entrepreneurial and new ventures perspective using analysis of case situations and development of new business ideas.

There were 30 or so students in the class and I spoke with them about the cross-pollination of business and the entrepreneurial spirit to build the Department of Spirituality into the largest
for profit multi-faith spirituality program in nation.

One of the students sent me the following email after the class which I wanted to share:

“I had to email you because I wanted to tell you how your lecture inspired me, while it was fresh on my mind. Your speech was awesome. I was encouraged as a young woman in Corporate America and a young woman evolving in her spiritual life… as I’m growing, maturing, and striving hard every day to be the Proverbs 31 woman. Your lecture showed me that in my career I don’t have to be one or the other. I can be a young savvy business woman and a devout spiritual woman. I can and should be both.

Honestly, I was afraid to dialogue with you as freely as I would have liked, because of our setting. However, I will say that your lecture was liberating! When I left my MBA class tonight I was more uplifted and inspired than I have ever been from any other lecture in my whole MBA stent.

I think Signature Healthcare, LLC is doing a wonderful revolutionary thing and I was tremendously blessed tonight to make your acquaintance. From our short meeting, I can tell you are a wonderful, courageous woman.”


LeAundrea H.