John Bardis定位Medassets从奥巴马医方式受益

When John Bardis founded MedAssets in 1999 — near the height of the dot-com bubble — the idea of providing technology and consulting services to hospitals and health systems might have seemed a bit, well, boring. But now Bardis’s company, which helps health providers save money by aggregating purchasing and find money by enhancing their billing and collecting systems, is in the middle of health care reform, which promises to bring a dramatic transformation of the U.S. medical system.

患者保护和经济实惠的护理法案，更为被称为奥巴马拉卡的护理法案，旨在为7000万无保险的美国人提供健康覆盖，并防止保险公司拒绝具有预先存在的疾病的人。其最终的成功依赖于降低医疗费用的能力。那是阿尔法拉塔，基于格鲁吉亚的地方Medassets.comes in.

美国医疗保健是2.7万亿美元的行业;独立测量，它将是世界上第五大经济体。“美国的费用超过8,500美元，”Bardis，57解释。“下一个最接近的西方国家每人约为3,700美元，因此我们每人花费超过两次，不一定会获得两倍的健康结果。”虽然美国有4％的世界人口，但它消耗了40％的全球医疗保健支出。

Medassets., for its part, which went public in 2007 and has a market capitalization of about $1.4 billion, has a track record of significantly lowering costs for hospitals and other acute-care facilities. “We’re building solutions that provide efficient resource management in the delivery of care so that, at the end, there are resources available for more people to be cared for,” says the MedAssets CEO.

医疗改革并非没有争议，但Bardis喜欢厚厚的巨大问题和变革。大学的摔跤手和1976年美国奥林匹克团队的替代品，Bardis参与了斗争，以保持摔跤作为奥运会的举办。他曾在美国摔跤委员会举行的这项运动，成为2007年世界锦标赛和2008年北京奥运会的美国Greco-Roman摔跤队的团队领导者。然后，在2011年，他被任命为美国反兴奋剂机构的董事会。去年，即使在死亡威胁瞄准其首席执行官和董事会之后，该机构批准了他七场巡回赛的汽轮骑车人兰斯·阿姆斯特朗，并禁止他骑自行车。“这是关于帮助下一代儿童了解公平戏剧的概念，”Bardis说他在董事会的工作。

After graduating from the University of Arizona with a BS in business, Bardis went to work for American Hospital Supply Corp., which was later acquired by Baxter International. At Baxter he rose to senior management. In 1987 he joined Kinetic Concepts, a publicly traded medical equipment company, and later became president. From 1992 to 1997 he was CEO of TheraTx, which operates nursing facilities and provides rehabilitation services.

两年后，他创立了MedAssets，目前拥有4200家医院客户，提供供应链管理和团购服务、流程改进（如缩短急诊室治疗时间）、质量和安全评估、咨询和软件，以更好地管理医院的收入流。与2012年同期相比，今年上半年的净收入增长了9.8%，达到3.44亿美元。该公司有望在2013年创造7亿美元的收入。资深作家朱莉·西格尔（Julie Segal）最近与巴迪斯会面，讨论了平价医疗法案带来的机遇以及他在医疗保健方面最大的挫折。

亚博赞助欧冠机构投资者：为什么你主要关注医疗保健难题中的医院部分？

Bardis：每年花费2.7万亿美元，在美国医疗保健，5,000家医院的1万亿美元。医院是世界上最经济和身体上的集体组织。作为一个比较，2007年在经济衰退之前，28,000名汽车经销商在美国分发了4000亿美元的汽车。这5,000家医院的价格为1万亿美元。

医疗资产提供技术和服务，以提高医院的盈利能力。你是怎么做到的？

First, we manage the elements of the supply chain that make us look like Sam’s Club for hospitals. Of the $1 trillion that hospitals spend annually, $200 billion is for medical supplies and drugs. Our purchasing organization, which manages more than $50 billion a year, aggregates multiple hospitals’ volumes and plays a role in procuring supplies at a fair price. We contract with about 1,800 vendors globally, for everything from medical devices to pharmaceuticals to imaging equipment, and also help clients deploy all that less expensively. We also have professional services as well as information technology and software that help measure how those products are being used in producing outcomes for patients.

不是MedAssets的收入循环技术的成功nology due mostly to the complexity of Medicare?

确切地。凭借我们的收入周期技术产品，MedAssets的净患者收入接近3650亿美元。这是因为从一家保险公司到另一家保险公司，从一个州到另一个州的支付是复杂的。

When Medicare started in ’65, the program incented every provider to create its own cost structures and submit bills using specific accounting principles. But it was like a 100-meter dash with bad direction. Hospitals and other health providers looked good at the starting line, but when the gun went off, everybody went on a different path. That’s why no two hospitals in the U.S. have identical costs for the same procedures because they were incented early on to create their own cost infrastructures. We take those costs and try to rationalize them to a market-based approach that will help hospitals and patients better understand best practice.

The纽约时报recently ran a story关于一位在美国的成本成本的一小部分上举行欧洲的美国人患有髋关节替代手术。Medassets有助于缩小这种差距吗？

是的，我们帮助客户减少了30亿美元的成本。说过，我们在这个国家每人花费超过8,500美元用于医疗保健。因此，在其他地方完成相同的程序并不令人惊讶的是。

但这是我们为德克萨斯州医院联盟所做的。在三年的时间里，我们让他们节省了9220万美元，在头18个月里实现了一半以上。这些节省来自于全面考虑分销和临床采购协议、药房服务，以及为医生提供不同的昂贵植入物选择而节省的4600万美元。

How did the U.S. get to this point?

The system has always had perverse incentives. In 1983 the federal government put cost-of-living caps on Medicare because, up to that point, whatever the cost was, you could pass it along and the government would pay you, and so would private insurance. The government said, “Geez, by 1994 or so, we’ll be broke if we stay on this trajectory, so we’re going to cost-cap it.”

But that was like trying to stop theExxon Valdezten feet from the shoreline. It could not happen. So we shifted those cost increases to the private sector. Today private insurance both costs more and pays much, much more for the very same procedures than Medicare or Medicaid. But private insurers made an enormous sum of money because they kept 20 percent. What’s their incentive to keep cost down? It’s been a good business for them to keep 20 percent of $2, as opposed to 20 percent of $1.

经济实惠的护理法案如何变化？

我们将看到国有保险交易所成为传统私人保险的竞争对手。我们相信，个人购买的保险将使消费者更有可能成为谨慎的医疗保健购买者。这反过来又要求供应商在购买前提供成本和结果数据。如今，定价往往与价值毫无相似之处。供给和需求的基本规律并不存在于我们所知道的医疗保健定价或价值中。我们刚刚看到IBM、时代华纳和沃尔格林决定把他们的医疗福利金交给他们的一些人，让他们自己去市场买保险。因为情况是这样的：当一个雇主是自保的，那么那些选择不健康的人可以提高其他人的成本。

所以这些大公司说，“我们会给每个人同样的钱，你出去买。”这是一个分水岭事件。私人公司在第二次世界大战期间开始提供医疗保险福利，作为在工资和物价冻结的时代奖励雇员的一种方式。美国企业几乎不知道自己卷入了什么。但现在我们第一次看到了这种情况的潜在逆转。

What other health initiatives can MedAssets impact?

每个人都在谈论人口健康管理，这是能够预测和调整如何管理的变化 - 而不是如何提供医疗保健，而是如何管理健康。例如，对于我们来解决这个国家的城乡穷人的需求并增加他们对优质食品和教育的需求，因此可以吃健康的饮食并做出其他健康决策。在公司方面，在Medassets，我们新的200,000平方英尺的设计，德克萨斯州，设施的设计考虑到我们对运动，健康饮食和积极的社会环境。

What are your biggest opportunities going forward?

就数量而言，没有分支到任何其他领域，我们的可寻址市场约为120亿美元至130亿美元。我们认为我们在我们已经进入的市场中增长了很好的余地。

例如，在战略上，在采购领域，今天没有全国使用的电子采购方法。每个人都使用具有巨大漏洞的[企业资源规划]系统。这意味着虽然合约说出了定价术语的一件事，但医院并不总是获得这些价格，因为他们往往缺乏对采购过程的正确技术和其他控制。我们为Tenet Healthcare建立了电子商务交换，我们管理了为系统购买的任何东西的92％。今天，我们所做的超过500亿美元，我们通过电子商务交流推出约40亿美元。所以这里有真正的增长机会。

What are some of the biggest challenges?

In health care the challenges are regional in nature. You’ve got to be able to react to what’s happening locally. As much as there is a national debate, each of these markets is different, so you’ve got to be able to have accurate insight.

What’s your biggest frustration?

我们曾经遇到过这样的情况，我们已经投入了价值3000万美元的目标价格和成本节约——有一个绝对的实现途径证明——一个组织说，“我现在不能专注于这个。”那些人只是忙于其他事情。• •

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