Caring at Scale: The PRO-spectus People-First Story

Michael Burcham: Welcome to Microcap Moments, a podcast from Shore Capital Partners that highlights the stories of founders, investors, and leaders who have taken on the challenge of transforming ideas and small companies into high growth organizations. The journey of building and scaling a business takes one down many unexpected paths. It’s a journey where we learn from our mistakes fall down often, but have the entrepreneurial grid to pick ourselves up and persevere.

Within this series, we will share these stories of success and failure of the challenges and the rewards. Faced by those who dare to dream big, and through their lessons learned, we hope to inspire others who are on a similar journey of becoming, growing and leading.

Anderson Williams: In this episode, I talk with Amy Madden, the Chief People and Culture Officer, and Suzanne Norman, the Vice President of Patient Services at PRO-spectus. Our conversation starts with why both Amy and Suzanne left multi-decade careers with very large companies to join PRO-spectus and help grow a company that’s still led by its founder.

We talk about the importance and power of team culture in building and scaling a patient-first always mission, particularly the importance of staying scrappy. I ask about how PRO-spectus has managed both being in the Inc 5,000 fastest growing companies and has achieved a great places to work designation.

Amy and Suzanne share how they’re investing in the development of their leaders and managers with the clarity that PRO can’t grow if their people don’t grow. With that in mind, we talk about how PRO-spectus implemented performance management and how they balance the implementation of performance and values-based goals.

Perhaps most importantly, Amy shares that all PRO team members are owners in the business and discusses how this creates unique transparency around business performance, unique accountability for individuals and teams, and unique motivation to grow and help the company grow.

Well, welcome Amy and Suzanne.

Thank you for joining me today. Will you start just by introducing yourself? Maybe Amy, you go first and say your name, what you do, and where you do it.

Amy Madden: Good morning. I’m Amy Madden. I’m the Chief People and Culture Officer for PRO-spectus.

Suzanne Norman: And hi, I am Suzanne Norman. I’m Vice President of Patient Services for PRO-spectus.

Anderson Williams: So will you start just by Amy explaining what PRO-spectus does?

Amy Madden: Sure. So we are a patient access solutions company. We partner with pharmaceutical companies, biotech, med device specialty pharmacies, where we help them to navigate the different barriers to get the patient’s access to the care and therapies that they need.

Anderson Williams: And what does that look like in practice, Suzanne? If you haven’t lived that challenge, it may seem a bit abstract. Is there an example of what that workflow looks like, what that looks like for a patient or one of your partners?

Suzanne Norman: Yeah, absolutely. So if you think about, if you go to your doctor and you’ve recently been diagnosed with a chronic or an acute condition, that’s gonna require some type of product or maybe a surgical intervention. Our company and our teams are really there to help that provider and the patient understand what the care journey’s gonna look like.

That includes enrolling into a patient support program, helping identify what the patient’s insurance coverage might look like. Whether they have out-of-pocket costs that they need financial assistance with. If so, we can refer them to programs or organizations that can help provide that type of support. For some of our patients, they also may need clinical guidance or clinical support.

So we have clinicians and nurses that can provide, ultimately, it’s kind of like a wraparound service. So if you think about your provider office, they’re busy, you know, they don’t have necessarily time in their day to take out and spend with the patients. We can provide that kind of supplemental support to them and really align to a specific product or a specific device that they may be needing to get access to.

Anderson Williams: So who reaches out to you? Who initiates the conversation with PRO-spectus to help me as a patient along that journey? How does that work?

Suzanne Norman: So generally we, like on the very front end, we would be partnering with the manufacturer, so the pharma company or the medical device company to establish the program. And then we do have really programs that offer both either patient facing enrollment, so the patient or the caregiver can contact us directly, or it may be provider initiated.

Anderson Williams: So both of you have had long careers prior to joining PRO-spectus. And Amy, I’d love to just hear a little bit about your background and why joining PRO-spectus was the right move for you two plus years ago.

Amy Madden: Well, I spent, um, the majority of my career growing up in global Fortune 500 companies in both human resources and transformation, and really had some great experiences to learn how to create change on a very large scale through a variety of different enablers. And then I had this opportunity to kind of tiptoe into this private equity space several years ago, and it really brought together my passion for building and creating all kinds of solutions to really drive an amazing patient experience and so really was able to kind of blend both of those areas.

Anderson Williams: Yeah. And what about you, Suzanne? What brought you to PRO-spectus?

Suzanne Norman: So prior to joining PRO I uh, worked for almost 20 years for a Fortune 10 company. It was another patient services organization. So my background really is patient services. I grew up there, I started in operations, uh, continued that journey.

Had a chance to lead large teams. And ultimately the size of the organization just became a little bit bigger than what I was looking for. And when I decided to explore other opportunities, I had a chance to start talking with the leadership team at PRO. And it really felt like just the right place for me.

It was still doing the work that I love doing, which is helping patients get access to therapy. But I felt like in a smaller company, I was gonna be able to really make an impact with the work that I was doing and also just have the opportunity to really grow and build a team, which is something I’ve always enjoyed doing as well.

Anderson Williams: I’d love to hear your thoughts. I mean, you guys joined, granted PRO-spectus had partnered with Shore, but the company was founded and still led by Charmie Chirgwin, who’s still leading the company, building the team, the driving force behind it. What has been your experience coming from really a large company background for both of you into a company that’s gonna be large, but is in those early stages and still founder led?

Just any thoughts for you, maybe Suzanne first.

Suzanne Norman: I mean, I think Charmie is very dynamic. She is a great leader and she really sets forward the mission of patients first, always. And you see that in every interaction with her. Whether she’s talking with a prospective client, whether she’s meeting with a team member, she really embodies that kind of mission and vision that she has for the organization. And I think to me, that was one of the things that really attracted me to PRO is I felt like from the top down, that message just really resonated. And I could see that the team and the people that she has surrounded herself and her organization with carry that forward in the work that they’re doing.

Amy Madden: You know, there’s some really interesting things around PRO-spectus and it’s hard to, at times really verbalize what those are. We talk about our secret sauce. We talk about kind of the feeling, which is all rooted in the culture that Charmie has built. So she really built a culture that was grounded in care and empathy patients first always, and really being able to kind of connect that to the performance.

We are very scrappy. We are a very scrappy team. We’re gonna come out and be underestimated at all times, and even in a functional type of position that supports the business, you still have that opportunity to kind of be that scrappy enabler that really creates the opportunities for our team members.

To drive those patient experiences through their own personalities and their own service levels that they do when they interact with the patients.

Anderson Williams: Is it fair to say that you’re maintaining a bit of a chip on your shoulder, a little bit of a startup hustle?

Amy Madden: Yeah.

Anderson Williams: That despite the success, it feels like there’s still that drive behind what you do.

Amy Madden: In order to work for PRO-spectus, you have to be so passionate about helping patients, but you also have to be extremely nimble and quick and agile in any position that you’re in. And it really, number one, is very fun, but it is also very rewarding. It’s very hard work, and our team members are interacting with patients that have very serious rare diseases that are very unique and what we can get them changes the day they’re having. So we, and their ability to engage in everyday life activities that you and I may be able to do without those medications and therapies. And so it really kind of brings that all together. But we are certainly scrappy.

Anderson Williams: And say a little bit more just for anybody listening. Suzanne, can you give us just a bit of context about the size and stage of the company? Obviously still founder led, partnered with private equity. Y’all have been in big companies. This is a smaller company, still has some of that startup hustle. How big is the company? What’s kind of the stage from your perspective of the company?

Suzanne Norman: I think that we’re really right now in kind of rapid growth mode. When I joined the organization, we were around 150. I think we’ve grown since then, which hasn’t even been 12 months yet and we’re continually hiring. So we are definitely in growth mode.

We’re, you know, looking for individuals who can bring in, like Amy mentioned, that passion, that care, and really, I try to identify people who like, it’s not their first job, they have already demonstrated the ability to do this. A lot of them have really depth of experience and clinical backgrounds that align very well with our patient populations so that they have a true, deep understanding of what that patient’s going through and can engage with them in a really meaningful way.

Amy Madden: You know, that’s a really good point we have, you know, quite a depth of clinical credentials in our positions that are facing the patients, working with the patients, working with the clients. So it does bring a different element. It’s not your first job, and it really is going to be professionalized around your clinical offerings.

Anderson Williams: And I think one of the fascinating things and really compelling things about PRO-spectus and where you are today is you’ve been recognized both in the Inc 5,000 as one of the fastest growing companies, and you’ve also been certified a great place to work. Amy, can you just talk from your position, from the people and culture position, how do you do that?

How do you think about scaling that really compelling culture and that spirit that Charmie has built the company around while growing the way you’re growing?

Amy Madden: I would look at that a couple different ways, Anderson. Our culture is about our behaviors. It’s how we behave with each other. It’s how we behave in our jobs.

It’s the words that we use, it’s the feelings that we create, the service experiences that we provide, and we thread all of that through the entire employee life cycle. So your journey starts with us from an onboarding standpoint and how we thread through all those different elements to the development journey to, you know, the reward and recognition phase.

Really all the way through. And how we scale that is through the design of solutions that help us really capitalize the ability to make things reliable and repeatable and predictable. So if we can do that on the backend and then it really allows the service experience to shine.

Anderson Williams: I know one of the things that you’ve put an emphasis on and sort of where our conversation started is in making sure that you’re developing the people within PRO to grow.

Amy Madden: Mm-hmm.

Anderson Williams: Uh, recognizing that PRO can’t grow if they don’t, and the opportunity to be with a company that’s growing like PRO-spectus is a massive career opportunity in and of itself. Can you talk a little bit about how you’re approaching your investments in people and maybe a little bit about the LEAD like a program and other things that you’ve got going on.

Amy Madden: Sure. We are really intentionally creating a development culture here at PRO-spectus, LEAD like a PRO is a cornerstone of that culture and of our overall development solutioning here.

I will say our journey started with you and Shore University with a brainstorming conversation of how could we collaborate and take advantage of the amazing resources that we have here at Shore and all of your expertise, and you joined us at our first kind of all company, in person meeting and created some amazing curated content that was super interactive and allowed all of us to really dive further into value creation and service excellence. We then took that through some other virtual learnings that you created for us throughout the rest of that year in that same vein.

And then really kind of put our heads together to figure out how do we take that to the next level and really build our leaders for tomorrow, which is what we can’t scale if our leaders and people managers aren’t ready to take on more. So LEAD like a PRO is our leadership development program that is really focused on people, managers and emerging leaders.

To build out all of those leadership competencies that they need to put in the day-to-day work and develop stronger teams. We have about an eight month program. We’ve got 36, 37 participants in it. We dedicate a lot of time, as you know, in the program that you developed every two to three weeks with a couple hour virtual session where we are really leaning into some really hard topics.

But what’s been so special is that you guys have gotten to know us so well and know the day-to-day work we go through and what we experience and really what our strengths are and where we need to develop. And so everything’s been built around those needs and it feels very, very special.

Anderson Williams: Well, and one of the things, and it’s been a privilege for us to work so closely with you, is recognizing a couple of things that are really core to the best way we can partner with a company is one, understanding the difficult work that you do and the intensity, the emotional height, the healthcare environment, and recognizing those challenges. But the other part of your reality is that you’re a fully remote team.

And so Suzanne, I’d love to hear your thoughts, just maybe extending what Amy was describing or otherwise as you think about patient services, how do you manage a fully remote team and how does that work for you all?

Suzanne Norman: So I think we manage the team being fully remote through a lot of engagement and connection. We have a all company, all video policy, so anytime we’re meeting with one another with our clients, we have cameras on. And I think that allows us to directly engage with people. That ability to see someone day to day helps build the relationship, helps to establish those connections, and just allows us to get to know one another on a different level than if we were just, you know, talking over the phone.

I think there’s also a lot of benefits to being virtually remote. For one, it allows us to seek out and attract top talent across the country. We’re not limited to a specific geographical area, which has really enabled us to go after some, you know, high performers in different areas that maybe we wouldn’t have access to if we were limited to a specific location.

I think it also gives our team the balance and the flexibility that they need to have an amazing career with PRO-spectus, but to also have a personal life, to have a family and to be able to take care of the things that they need to do day to day. So we do appreciate that benefit of being virtual, just ’cause it creates.

That opportunity for balance. As Amy mentioned, our jobs are intense. They’re not nine to five jobs and having people working from home, it allows that flexibility to be able, if you need to take a late shift to address patient calls or if we have something happening that we need everybody to attend, that’s out of time zone. It does create that ability for teams to be able to do that.

Anderson Williams: And how do you think about, given the intensity of the work, and as we were describing before, the challenges in the real world of working with people who are really sick and have rare diseases and those kinds of things. How do you manage supporting and sustaining a team in a remote environment where you can’t pop into somebody’s office or in their cube necessarily and tell that they’re having a tough day or they just got off a tough call?

Just curious how you all think about it, because this dovetails with this idea of having a really strong and really caring and really supportive culture, which can kind of seem to run counter to being a fully remote team.

Suzanne Norman: I think there’s a couple of things that we do. I mean, we definitely leverage tools and resources, so we have our Teams chats that all of our team can participate in.

There are regular check-ins scheduled with team members. We hold weekly team meetings, so it’s all about that connection and engagement. Right. So it’s making sure that even if you can’t walk down the hall to somebody’s office, that they feel like they have the ability at any point to reach out to a leader, to Charmie, to others within the organization, just to share what they’re going through, and to maybe ask for, you know, advice or feedback on how to manage something differently.

Amy Madden: You know, I wanna just add something because one of the things that we do do is we do pop into people’s offices. So even at, you know, we’ll say, Hey, can, can I swing by and have a cup of coffee with you at the end of the day? Can we catch up on a few things? And so it’s an opportunity to just kind of be relaxed and catch up on maybe some different things that you’re working on or following up on a conversation you had last week of whether it’d be something that, a solution you were trying to help someone through.

But it is in the way we do it and the way it shows up, that makes it unique and different and really brings together that virtual community.

Anderson Williams: And you can do many of the same things. You just have to be more intentional and aware that, oh, I haven’t talked to Amy today, or I haven’t checked in with Suzanne in a day or two, or whatever.

And having that awareness to the way I talk about it through the Leadership Academy and otherwise it’s almost manufactured.

Amy Madden: Yes.

Anderson Williams: Differently than an organic interaction

Amy Madden: and leveraging, you know, a ton of collaborative technology. Yeah. And really having the tools and resources to be able to foster that.

Anderson Williams: I want to go back to the people development conversation as well, Amy.

And when you, and then Suzanne, I’d love your thoughts too, ’cause y’all have both been from big companies, but when you look at the stage of PRO-spectus and you look at where the company is going, and you think about the team that you have and the team that you want in place, what are the areas. Of growth that are, are sort of your priorities that, you know, to get to that next level?

Our team that’s involved and LEAD like a PRO or the next group that we hire, we’ve gotta develop these skills that maybe aren’t there in an early stage company.

Amy Madden: That’s a great question. So we’re constantly thinking, not just now, but you know what, how do we do what we need to do to scale us six months from now, a year from now, two years from now?

And whether that is creating career paths, learning development tracks, we’re working on a lot of. Projects right now that really are going to hit in 2026 to prepare us for that next step. It again, is creating the solutions that are going to enable that consistency to where we can do the things that we do the same way, allowing us to really scale and we did a lot of things, a lot of different ways in the beginning.

And so it’s really being able to figure out how do we drive process optimization, eliminating waste from processes to really condense the time that we’re spending on really the steps that we’re taking and in what we’re doing on a day-to-day basis.

Bringing that all together to really expedite, you know, the service element. So we do that from a people and culture standpoint, whether it’s, you know, you’re in finance or technology, whatever you’re doing to support the business, we’re constantly looking at that process optimization to really help move things forward in a very rapid way.

And that we can continue to scale upon.

Anderson Williams: And what about you, Suzanne? Any thoughts from your angle of just some of the things that you see? If I were young and at PRO-spectus, not that you’re not young, but if I were starting my career and at PRO-spectus, like these are the things that I would focus on developing to take advantage of the fact that this is a growing company because across Shore we have 53 growing companies right now.

What’s advice you would give to that young professional for where and how they might need to grow?

Suzanne Norman: I mean, I think a lot of it is building out the leadership competencies and LEAD like a PRO is really helping to do that with our teams. Mm-hmm. I mean, that’s something that just coming in the door, recognizing this is a team of leaders who, most of them have grown up within this organization and that’s been really rapid growth.

And sometimes when that happens, as Amy mentioned, you don’t have the time to really develop those skills. So you’re kind of put in a position and testing out the waters without necessarily having all the tools in your toolbox that you need. So I think that’s what we’re really focusing on, especially with our new leaders or those that have demonstrated the potential to become leaders, is enabling them to grow those leadership skills.

Thinking about how do you have crucial conversations? How do you manage performance? You know, how do you work in a virtual environment as a leader? Mm-hmm. What are the best practices? So I think that’s definitely part of it. The structure and process is also important. That’s another area that we’re really focusing on to ensure that we can provide that consistent experience.

You know, we want every provider, every patient, every caregiver that we interact with to have a consistent high quality experience with our company. So ensuring that as we grow, we’re bringing people on who again, are demonstrating that they already have those behaviors and they understand the impact that they can make.

But then also partnering with Shore and others to look at how do we continue to develop our leaders and how do we kind of plan for the next class of leaders that’s gonna be coming behind.

Amy Madden: You know, something else to add to that element is this has been a journey, right? Since starting with building job descriptions and creating performance goals, and then actually having performance management.

So each step along the process has been to really connect what I’m doing and the impact I have and the accountability around that. So to Suzanne’s point, having crucial conversations, having difficult conversations that are really constructive and giving that feedback and what we call feed forward really helps us.

To bridge that gap and start practicing those skills, whereas then LEAD like a PRO helps us kind of wrap all of that curriculum together. We couple that with learning and development. We create individually here at the organization too, spend a lot of time practicing having those difficult conversations.

And we do a lot around feedback models and talk tracks on ways to deliver different kinds of messages. So it’s really connecting all those dots together and then putting the work into practice.

Anderson Williams: Yeah, I mean, I think one of the really exciting things that I found when we first talked is you were at the time developing and planning your rollout of performance management.

Amy Madden: Yeah.

Anderson Williams: And again, across the Shore portfolio, we have a lot of companies with a lot of employees, a lot of team members. How did you approach performance management in a way that was both not an imposition or of new compliance or a sign of, oh, this is proof we’re losing our old culture.

Amy Madden: Yeah.

Anderson Williams: That this is, now we’re backed by private equity and we’re doing performance management.

I’d love to hear you just talk about your approach to performance management that kept the spirit and drive and hustle alive with what Charmie had already created.

Amy Madden: Well, it’s interesting because our team members wanted it. They were asking for performance reviews, not knowing what they were asking for, right?

Like thinking, okay, well I’m gonna get a performance review. I’m gonna get a, an increase. So it was like a layered approach of first getting everybody kind of on board with what am I supposed to be doing and have I acknowledge that that’s what I’m supposed to be doing to the contribution of the design of the performance goals.

So our performance management process. Performance reviews are a combination of performance goals and value-based competencies, which really kind of link together the cultural aspects that we talked about and allow for. Self assessments along with managerial assessments this year. So we just rolled it out in 24, 2024.

In 2025, we instituted a mid-year review process, which we just had, and really created an opportunity to connect the financial reward from a bonus standpoint directly to my performance on my performance review. So our team members are really getting. All of those different elements together and the opportunity to have some very direct conversations around am I meeting the expectations and what does that mean?

Where do I have opportunity to develop and improve? The other piece that this connects to is that, and I don’t think we’ve talked much about this here yet. All of our team members are owners in the organization, so we directly connect our individual and collective performance to how we are doing as a company that they own.

So every time we’re giving CEO updates or in person or virtual, there’s really financial information and uh, company performance that is shared with the organization as owners. So we really engage that buy-in through that process as well.

Anderson Williams: And I love that. I’ll say that my first visit to your full team meeting, you guys gave a full sort of financial rundown to the entire audience.

And that was honestly the first time I had ever seen that. And obviously that’s why, but it does create a totally different dynamic. I think one of the other things that I was excited to see how you all approached this is. It was also stepping back and making sure everybody understood not just what their role prescribed, but how their role contributed to the end success of the company, not just financial success, the end success for a patient.

And the other part that Charmie did really profoundly from the stage, as I observed, was saying, Hey, this is where we’ve been and you’ve been part of. Building it. This is where we’re going.

Amy Madden: Mm-hmm.

Anderson Williams: And really establishing the context to make sure everybody understood that you’re contributing to the direction of this company.

And that in many ways put the onus back on people to focus on growing themselves as well.

Amy Madden: Yeah. It

Anderson Williams: wasn’t just sit back and enjoy that we’re a growing company, it was. A call to action really from the stage from Charmie to say, all right, everybody, it’s time for all of us, including myself, to step up and seize this opportunity, which I just thought was profound.

Amy Madden: She’s been very clear that what has gotten us here is not going to get us where we’re trying to go, and you can either get on the bus. Or get off the bus. Basically, our team members are so committed to the success that when somebody might not be performing, they’re all over it. So it is, you know, we’re really pushing and seeing the conversations happening at a frontline level around accountability.

And, Hey, you’re not doing what you need to do now I’ve gotta pick that up. And so it’s really these honest conversations. To really get us to where we need to be at all levels.

Suzanne Norman: Yeah, I think the transparency and the, like you said, that call to action of taking accountability has really helped the team understand, yes, we’re growing, yes things are changing, but we want you to be a part of it, but we need something from you in order to do that. And I think the performance management process and you know, rolling out merit increases in bonus, like providing that structure. Mm-hmm. For people to understand how their contributions will be rewarded has been really helpful for the team.

But I do think there’s also been some learning opportunities for them in terms of like, what are our expectations and how do you continue to increase those over time and that that’s not that great. We’ve achieved a goal but that’s step one, right? Mm-hmm. We have another goal right behind that. And you know, I do think that there is a strong commitment from the team to really rise to the occasion to level up. They want to be successful, they wanna be a part of what we’re doing. So that’s been really exciting to see.

Anderson Williams: So just to kind of wrap things up, I’d love to hear from each of you, maybe Suzanne, you go first. What’s something you’re working on right now that you’re really excited about?

Suzanne Norman: So we are partnering with a current client who we launched a program with about a year ago, and you know, the program, I will say initially, you know, successful but not as successful as we wanted it to be as they wanted it to be, just in terms of patient education and awareness of the services that were available to them.

So we have, um, recently kind of engaged in a relaunch of this program and they have some new leaders that have come in with different ideas and different experiences. We’ve made some changes on our side to really align our leadership team to best support those changes. And we are gonna be relaunching the program kind of with an expanded service model, new offerings for patients really to go out and just make sure that the community, and this is a COVID related product, so to make sure that the community knows about this service, knows about the solutions that we can provide, knows about the help that they can take advantage of. So I’m really excited to relaunch that in September.

Anderson Williams: Yeah. And I just love the reality of launch and learn and iterate and relaunch. I mean, this is the process of building a company, right?

Suzanne Norman: Absolutely.

Amy Madden: Lots of iteration.

Anderson Williams: Yeah. What about you, Amy? What are you working on right now that you’re excited about?

Amy Madden: One of my favorite projects we’re working on right now is an onboarding experience, so a 30, 60, 90 day onboarding experience that, again, is very scalable and repeatable and will enable new hires really to have the same structured experience in their first 90 days. With assessments we have built in and check-ins with both from a people and culture standpoint and the operation standpoint, but we’re coupling that with training tracks by role.

So you really kind of go through each step of the trip, let’s say, and get your kind of stamp as you’re moving through on your passport through this entire destination. So we’re really excited about that and bringing all of those different elements together to really set people up for success and to be able to do it consistently and over and over and over again.

Whether you, again, are new to PRO-spectus or you are kind of taking on a new role with the organization.

Anderson Williams: What haven’t I asked that I should have asked about PRO-spectus, about your work, the growth of the company, culture, people, programming that you’re doing? Anything else that I haven’t asked you about that you wanna make sure we try to get on the record?

Suzanne Norman: I mean, I think from a culture perspective, just as you think about trying to. Scale and grow and preserve your culture, that’s challenging, right? I mean, that’s honestly one of the reasons that I made the switch to PRO-spectus is that I felt like the organization that I had grown and been a part of over time had lost some of the culture and lost, you know, some of what originally attracted me to the organization.

And I see that here there is a just significant emphasis on preserving our culture, and I think we’re doing that through a lot of the things that we’ve talked about today. We’re doing it through transparency with our associates, making them feel a part of the team, helping them understand the journey that we’re on and how we’re going to support them through that.

I think we’re doing it through partnership with Shore, through building out programs like LEAD like a PRO, and I’m sure we’ll be expanding on that as we go forward together. So I think there is just a really strong commitment to making sure that as we grow and as we continue to bring on new team members or promote folks internally, there’s that commitment to really ensuring that our culture doesn’t change and that we’re always tying it back to that patient experience and how our interactions impact their daily lives.

Anderson Williams: And it goes back to something you were saying before, I think about intentionality, right? If you grow and expect the culture to stay as it was, it’s not. If you grow and you want the culture to stay as it has been, then you invest in it. You’re deliberate about it. You do the training and onboarding you’re talking about, you’re building systems that reinforce the historical stories.

And the future stories and the current transparency and understanding value creation and performance and all of those kinds of things. By recognizing that is one of your strengths as a business, and I think you all have been really intentional and highly invested, knowing that that is not an accident of what you do.

It is fundamental to what you do.

Amy Madden: Yeah. You just hit it, the nail on the head. Nothing is by accident. It is very, very purposeful.

Anderson Williams: If you enjoyed this episode, check out our other Microcap Moments episodes at www.shorecp.university/podcasts or anywhere you get your podcasts. Here you’ll also find our Bigger. Stronger. Faster. and Everyday Heroes series, each highlighting the people and stories that make investing in the lower middle market unique. This podcast was produced by Shore Capital Partners with Story and Narration by Anderson Williams. Recording by Austin Johnson. Editing by Reel Audiobooks. Sound Design, mixing, and mastering by Mark Galup of Reel Audiobooks.

Special thanks to Amy Madden and Suzanne Norman.

This podcast is The Property of Shore Capital Partners, LLC. None of the content herein is investment advice, an offer of investment advisory services, nor a recommendation or offer relating to any security. See the Terms of Use page on the Shore Capital website for other important information.