CHIME Fall Forum next week. I look forward to seeing all of you in person. Today we look at Vendor/Partner preparation for the event.
Today in health, it chime is next week. So we're going to do two episodes. One. Today and one tomorrow today's episode is chime prep for partner vendors. What you could do to prepare for the meeting. My name is bill Russell. I'm a former CIO for a 16 hospital system. And creator of this week health, a set of channels, dedicated to keeping health it staff current and engaged.
We want to thank our show sponsors or investing in developing the next generation of health leaders. Gordian dynamics, Quill health tau site nuance, Canon medical, and current health. Check them out at this week. health.com/today. All right. I thought I riff a little bit odd the subjects on preparing for actually just about any conference, to be honest with you, but I'm going to talk a little bit, , about the specifics of chime and the distinctions of time.
As well, but when you're preparing for a conference, if you're a vendor partner, You have to go in with a plan. Period. What do they say now? , full stop. That's what it is. Full stop. , you have to go in with a plan full stop.
And the reason is because they're kind of chaotic, right? You're looking The chime event we'll have roughly a thousand people there. , a, you know, a Vive event had 3000 ish people there, maybe 4,000. I forget. , and, , hams can have upward of. You know, 15, 20. 30,000 old days, even more Right. So there's a certain amount of chaos, so you have to have a plan going into it. , and you know, that plan has to include your objectives. So you start with your objectives, right?
So as an organization, there should be objectives. We want to get this out of this conference. And the team should have established that there should be objectives for you personally. Out of this, maybe you want to learn something new about a topic. , but primarily what this comes down to since. I'm looking at the numbers here. Let's see if I have the numbers.
And these are just ballpark. , you know, there's a thousand people go into chime and roughly 500 of those people, roughly half are, , vendor partners. Vendor partners sponsors. There's probably another hundred that are, , chime employees, media and, and whatnot, which There's only about. 400, , people representing health systems. And you know that I don't know how many health systems that that represents it could be.
, it could be 400 health systems, although I doubt it because there's multiple people coming , certain health systems. So, , that represents a handful of health systems. First of all, you should know these numbers. You should get the list of people who are going. I think it's available to you. If you are a.
, partner sponsor of chime. And know who is going and who you want to talk to, by the way, both on the partner side and on the, , on the health system side. Right. Cause there could be partners that you want to talk to, that you are potentially doing business with, or potentially you are doing work for a health system.
That, , it would be, it would behoove you to have a better relationship with a certain That your work is adjacent to let's just say So you want to identify the partners that you want to talk to by name by the way. And you want to identify the health systems you want to talk to. Now it could be a, I want to talk to people from this health system, or it could be individuals specific individuals.
And I've talked to a lot of CEOs and one of the, one of the mistakes, I think we make a lot of times, we assume we have to and need to talk to the CIO. And that may be the case in some scenarios. But in other scenarios, , the best person for you to talk to might be the CSO, or it might be the CTO or the, , vice president of infrastructure and operations or chief digital officer.
I'm not sure who the best person is for you to talk to without knowing. , again, what your, , what your product is or what your service is. And what your objectives are for the meeting. I will tell you this. That, , You should reach out ahead of time. If you would like to talk to a CIO, specially you should reach out ahead
Because if you have not reached out to them ahead of time, the likelihood of you having a meaningful conversation. Outside of just something in passing in the hallway. Is is not good. Because, , they're busy and they're sought after, , , you know, and quite frankly, the number of systems. So I, I ha I keep a list. Just get it off the Becker's it's pretty easy, but.
, keep a list of the top 150 health systems by revenue and the top children's hospitals by revenue. And as I'm looking at this, you know, from a representation standpoint, from a CIO standpoint, I think there's 50 of the top 150 health systems being represented. Including children's hospitals, by the way.
So, , Bye bye. The CIO. All right, so there's 50 CEO's there. And there's 500. , sponsor partners, people milling around and they all want to talk to these people. Right. I want to talk to the CIO for. You know, some of these larger health systems. , I think the other thing is if you're taking more than, you know, two or three people, you guys, , the team should have a coordinated effort. If there are people you want to have a conversation with this, why I think you should reach out ahead of time, have a plan to talk to somebody set aside, time to talk to somebody.
There's a lot of demands on people's times. , while they're there. The other thing is this environment is not the best for CEO's. I still harken back to a day. When I went to It used to be the chime came first and then hymns. So time was the day before the chime spring forum was the day before hymns.
And on my badge, it had a little ribbon that said CIO. And it might as well. , you know, put a big, massive target on my back. , because as I was walking through the, , the booths in the, , vendor fair and, and, , it was, it was this as if I, , you know, I was bait and they were, , the fish.
And, , it was extremely hard to walk through there. That's how it feels to the CIO. So I will just tell you flat out that's how it feels to them. The more partners there are there, the more they will shut down and the more they will seek to get off. , on their own, because if you listen to my show tomorrow, when I'm going to tell them it's something similar to what I'm telling you right now, which is have a plan. If there's partners, you want to talk to identify those partners instead of meetings and the others figure out a way to brush them off.
, I will say, you know, they, they tell me over and over again, the biggest value they get from these meetings. Is the conversations they have with each other. So I will say to them, identify the other CEO's who are going and make. And set some meetings up with them ahead , either to have coffee or whatnot because they, what they want to do is in private sort of say, Hey, we're having this challenge. We'd like to do something a little different, so forth and so on. What are you doing in this area? And they want to come back with a nugget, something they can take to their health system that creates value for them in their health system, because you know, it there's a cost to them coming to this conference.
And it's not just the cost of the conference. It's the time away. And it's the optics of going away at a time when the financials are extremely challenging and difficult. So. Just something to consider. , if you are a partner. , no. The numbers, no, the list. No. Who you want to talk to have a plan going into it?
And. , and work that And, , understand, , also have empathy and understand. What the people you're trying to get in front of, , the, the buyers. , what they are going through, right. And, , you know, don't. , you know, don't try to overdo it. , The, , the worst thing you can do is walk out to them and talk to them about your product. , to a certain extent there's a, there's a process,
, no, like trust need from a sales standpoint, I may have talked about this on a show before. No, like trust need. They need to know you first. They need to like you, they need to trust you and they need to need Right. You might be talking to them at a point where they don't need your solution. But they may need your solution in six months.
And if you are, have already gone through the first three steps, which is, they know you, they like you, they trust you. You're going to get the phone call, but if you haven't gone through those three steps, they're not even to know you exist and you're not going to get the phone call. So just something to consider.
, And, , yeah, hopefully, hopefully we'll have a good conference. If you see me come up, say hi, , I, you know, I can't buy anything from you. I don't have a big budgets, but, , I would love to talk to you and say, hi and. , if we haven't met before, trust me, just say, hi, love to talk to you. All right. That's all for today. If you know someone that might benefit from our channel, please forward them a note. They can subscribe on our website this week, health.com or wherever you listen to podcasts, apple, Google, overcast, Spotify, Stitcher, you get the picture.
We are everywhere. We want to thank our channel sponsors who are investing in our mission to develop the next generation of health leaders, Gordian dynamics, Quill health towel, site nuance, Canon medical, and 📍 current health. Check them out at this week. health.com/today. Thanks for listening. That's all for now.