Episode 74: How to Launch and Scale an Infusion Center Quickly with Matthew Wood

Amanda Brummitt: WeInfuse Podcast Episode number 74. Welcome to the WeInfuse Podcast. I’m your host, Amanda Brummitt. Today we’re headed to Eastern Idaho to meet an infusion leader who’s moving fast and building differently. Matthew Wood is the Director of Operations at Infusion Specialists. In this conversation, Matt shares how he went from–we could build this to seeing the first patients in just a few months; the systems he wished he’d built earlier; and why making referrals ridiculously easy is a growth strategy, not just a courtesy. If you’re launching, scaling, or simply ready to refresh how your center operates, this episode is packed with practical takeaways.

Matt, thank you so much for being here today. Can you start by just telling us who you are, what’s your background?

Matthew Wood: It’s so great to be here, honestly. My name is Matt and I’ve been in the infusion space for–it doesn’t seem like a long time, if you look at it on the calendar view–but personally, it feels like it’s been a very long time since we started this journey. And a little bit about who I am and what I’m good about is I’ve bounced around a couple different industries over the last couple years, which has been to some credit, but also it’s been interesting. A little bit about where I was a long time ago is I started out in like corporate finance. Just in that world of chasing other people’s dollars and just being busy all the time. And then I had some friends and we started our own marketing companies and I moved into that world, left my corporate job, and just went and hustled and did a lot of kind of fun things. Got a lot of different exposures to a variety of industries & different types of clients, and working with different types of people was unique in that world. I also was really fortunate to join a newer startup that was more of a software and a creative marketing agency.

I worked there for a long time, was an early employee, and eventually left the organization as its interim CEO. And then I just had a lot of that in that journey as well. I moved around the country and found myself living here in Idaho which was not on my wishboard like five–ten years ago. If you would’ve told me that I was gonna live in Idaho Falls like five years ago, I would’ve laughed. I originally thought I was gonna be in Dallas or in, where I’m originally from, Oklahoma, but not in Idaho Falls. That’s, our metro is maybe a hundred thousand.

There’s no Trader Joe’s. We do have a Costco, so it’s interesting how I ended up here. But I was really fortunate ’cause my wife, so I went on a journey with her. So my wife’s a physician, she’s an interventional pain doctor, and she’s an anesthesiologist.

So we went through residency and fellowship and that’s what took us around the east coast to Nebraska to now Idaho. And when we moved here to Idaho, we moved here for her job. And at that time I was like, I’ll go work for a local company or–I hated working remotely–and I got to know some people here in the community.

And what kind of led to the infusion center was I met a couple specialists and just through talking to them and hearing–just talking to them as friends–some of the things & complaints that they had about some of the processes and things that were going on in healthcare locally as far as like sending a patient out for an infusion or for medication and things like that.

It just seemed like there was a big black hole. And the big black hole is obviously hospital systems. And then there were a couple like outpatient infusion centers, but they just didn’t have a lot of experience with it and whatever. Upon hearing and just talking through this with these guys, I was like, honestly, we could build something like that. And that was a really interesting piece. I was just like, I think that we could build something around the issues that you’re having.

I didn’t know anything about infusion and so I actually started doing as much research as I could. And I found, I stumbled into, WeInfuse, and so I saw that they had a consulting program.

And I probably got a few more free lunches than I should have with Reece and Julie. Which, they’re incredible. And they painted the picture of what outpatient infusion centers look like.

And, in the market that we’re in, it’s a little bit different than some of the larger metro metropolitan areas, or it’s larger than even some mid-sized market-type places. So we had a really good feeling about what type of thing we could build after talking to Reece and Julie and getting their guidance.

And so back in March of 2024, so a little over a year ago, we made the decision to go all in and invest in the consulting and go. I remember Reece asked me, “So, when would you like your target open date to be?” And I said, “Can we do it in June?”,  and he laughed.

He was like “No, we can’t do that in June.” 

Amanda Brummitt: Yeah, that’s ambitious.

Matthew Wood: And I, coming from like tech and coming from not healthcare, I think my eyes got opened really fast on, hey, insurance is a pain. Dealing with a lot of things in healthcare–it’s just like moving this huge rock by yourself. And so I was not working at the time. I stepped back from working to go all in on doing the infusion center, and so we actually saw our first patient in July of that year. Which was a little behind my goal.

But, I think it still surprised Reece and Julie a ton. I remember the week before, we had scheduled a patient before our building was even finished. And so, we had walked through with a couple providers and docs, like a week or two before, and our furniture wasn’t even fully put up and everything, and they’re just like, you’re crazy.

And I was like, no, we’re gonna do this. And so over that first month was really interesting because we saw, I think 12 patients, or we saw 10 patients in the month of July, over those three days. So we were able to get them going and just get moving. And we said, “Hey, the next time you come in, it’s totally gonna look a lot different.”

And so they all made the jokes that they felt like that they were on a journey with us, especially some of our early patients, that they were like a part of something new, a part of this different thing. And so, it was just crazy to go from March to July of being open. And we did it with a skeleton crew of a team and I was just really impressed by what we were able to do.

And I think a lot of it came from us being able to spend the time hammering the right people to get things moving. Following up as much as we can on insurance to ask how credentialing is going. And it also helped that we did have some of these relationships we established.

We started working on establishing relationships with specialists. As soon as we signed a contract on the consulting side, that really helped. We had a number of patients that were ready to be seen by the time that our doors were opened.

And ever since that–I think we started in August–we had 40 infusions, so our technical first month being open and then ever since then, it’s just been a steady increase over the year, which has been pretty awesome.

Amanda Brummitt: It almost sounds like what you didn’t know about the industry almost helped you guys.

Like it would hamstring a lot of people and you didn’t know how complicated credentialing was and things like that, and so you just did it and it worked.

Matthew Wood: Yeah. No, and it’s funny you say that because we had the unique opportunity to go to [the National Infusion Center Association Annual Conference ] (NICA) too before we opened. And here I’m going through the consulting process, meeting with Reece and meeting with WeInfuse almost weekly/biweekly. I remember going to NICA and I’m like, okay, cool, I think I have about a 60 to 70% understanding of how we’re gonna be doing. This kind of makes sense. And I remember going to NICA and I was like, oh crap. I don’t know anything. Like I went back to the drawing board on a lot of things that we were trying to do and it was eye opening just to hear from other people what’s going on.

And I remember meeting a group specifically that they’re all from healthcare, they were starting out just like us, and they’re a startup. We’ve become really good friends–They’re Junction Health. You know them. 

Amanda Brummitt: Oh yeah. They’re awesome, great folks.

Matthew Wood: They’re doing things a little bit different, but speaking with them, it was very apparent that they’d all come from healthcare. And, I’m thinking about some of the ways that we do our processes and operations, and I’m trying to do it like how we would do it in a fast-paced environment. And I remember having the conversation about how you take referrals with each person.

And most of them were like they’ll send us a fax for the referral and for the information and things like that. And I’m like, okay, how else can they do it? And the true old world of healthcare is oh, we send it via fax or someone comes and drops it off. And I’m like, you’re gonna fall behind.

Why don’t we have as many ways to just accept a referral as possible and make it as easy as possible? And that was one thing that we started to do, is ask, how are you sending referrals right now to the hospital or to these other infusion centers? How long does it take? Like we’re talking to specialists that see 15 to 30 patients a day and their MAs & their nurses at the end of the day have to send out all these orders.

They’re gonna send it to whoever can take it the fastest. And so that’s when we were like, how do we make a process be quick enough that it’s five minutes to send us a referral? And so when I had that conversation. I remember with Junction, I was just like, you need to have five ways that they can send you a referral so that it’s easy and you’ve gotta make it easy. And we utilized a lot of tools through WeInfuse to get these referrals in. And I think that, that’s definitely helped on the experience side, on the front end, and by our team. I laugh because I think the only team members on our team that are from healthcare are our nurses and like the MAs, everyone else is not from healthcare.

And so our approach is a little bit different because we’re trying to get things done and just try to get it done in the right way. And it’s been pretty awesome.

Amanda Brummitt: Yeah. Okay. So the referrals are a great example. Are there other ways where you see your background in finance and marketing that makes you approach infusion differently?

Matthew Wood: Yeah, so it’s funny. I remember telling a little bit about it, but when I was talking to Reece and Julie and even some of the other infusion centers that we’ve been connected with, the traditional approach is that you’ve got a representative that goes out, knocks doors, goes and talks to the providers, doctors, or clinics and obviously that’s a really great approach.

It works like that. It’s been around for a long time, but when you’re a smaller infusion center and you’re competing for those lunches and some of those times with pharma we don’t have pharma money, like buying lunch for a team/a clinic that’s got 50 people.

You can’t do that all the time and expect that you’re even gonna get an ROI every time. And so looking at my original idea, I was like, yeah, we don’t really need social media. We just need to have good SEO and we need to have a really easy referral process, and then people will come as we’re going and visiting these offices and getting to know them.

I was talking to some friends of mine in my old industry who are in social media management and who do a lot of really great things for service-based businesses. When it came to the topic of healthcare, they didn’t have a lot of experience in it and it’s just a Pandora’s Box because a lot of people are throwing money at ads without the right targeting or without the right approach. And so we were thinking how do we market ourselves? What’s the way that we should be able to get the word out about who we are and what we’re doing and what’s really the goal?

And it was really interesting ’cause we had a patient who told me that our social media sucks. And I was like, “thanks, that’s really cool.” She replied, “yeah, I looked you up on Instagram and Facebook, and I didn’t see anything.” And I was like, “yeah, I’m, we haven’t really built that out ’cause most of the people that know about us are gonna be from these doctor’s offices and physicians. She responded like, “that’s one of the first places I looked” and then I thought about it and I was like I know I should have thought about that. And so we really took a step back and were like, okay, what’s the goal of social media?

Why are people going to follow a page? They’re following a page ’cause they’re interested and they wanna be informed. And when we think about what, like 2020, not even saying the word, but what 2020 did for all of us is it made everyone take a step back, and social media became so popular because of the entertainment factor and the connection factor because we lost connection with so many different people & that still exists today.

Amanda Brummitt: Yeah.

Matthew Wood: And so we were thinking, I started looking at infusion centers around the country. I’d go, find someone on LinkedIn and they’ve got a lot of followers on LinkedIn. Then I’d go look at their Instagram and their Instagram is just the same post–oh, new location open; oh, happy Memorial Day; oh yep, Happy Labor Day. Also, here’s a picture of our nurse; here’s a picture of our nurse team; here’s a picture of this. And I’m like, okay, the only people who are gonna like it are people that, like, know all those people that work there.

Amanda Brummitt: They’re not telling a story and there’s no narrative.

Matthew Wood: No. And so we were like, how can we be a little bit more informative? So we, in the last couple months, we’ve changed our approach to connecting with accounts that have multiple followers or more, way more followers than us as collaborators, and also by actually getting our team on camera and they hate it.

Amanda Brummitt: And you can’t tell from watching, by the way. 

Matthew Wood: I know, but it’s other duties as assigned on the job description. So that’s why we did it. But it’s become, even if it’s a 20-minute or a 22nd or 32nd clip, it’s now living on the internet, and it’s something of a presence for us. So whenever the SEO starts to kick in and things like that, we’re gonna start to come to the top of the list because we have video content that’s a little bit more informative. And that’s been our biggest focus over the last probably three to six months, was how do we grow our presence, which isn’t just by followers, that’s the thing. Followers aren’t a measurement of how well you’re doing–it’s the views and the traction and how long people are watching. If we were to dive in and really show the number of views and traffic that we’re getting, we’re getting a lot of views and sometimes we’re getting views because we’re also taking views from other accounts that have a ton of followers.

So for instance, an example of something that we’ve done a few times is, there’s a couple places like restaurants, or, we order lunch for every patient that comes in that’s over a three hour infusion. We know that they’re gonna be here, what is it for us to order and do a $10 Jimmy John’s order or a $12 one, and they’re “like, oh really? Thank you.” So we were like, we’re buying stuff from some of these local places. How can we collaborate with them? And we’re like, oh let’s do a little video that we ordered drinks and cookies for our team and it’s from this place. And so we collaborate posts with them, it gets out, it shows on their Instagram feed, which they have 10,000 followers there, so people are gonna start to see it. And it then ties back to these patients. So I’ve talked to a couple of different providers that I know here, and they always say that they give their patients the choice of where they want to go to get their infusions and they’ll tell ’em, “hey, research it or look ’em up.”

And if our presence when they look us up is informative, fun, a little bit different. When you walk into our clinic, the whole goal is you don’t feel like you’re in a medical clinic. And I think that a lot of people have started to do that over time. And they do that and they post their pictures online.

Cool. But whenever they start to see a video and they start to see it when people search. That was the biggest thing for us.

Amanda Brummitt: Yeah. Incredible. All right, let’s flip gears and talk challenges. What is the biggest challenge you’ve run into in infusion practice?

Matthew Wood: Oh, man. There’s tons of challenges.

I think the challenges come in waves. And I think for me personally, and some of my team, because we weren’t from healthcare in some regards, there were challenges with big learning curves. I remember I was just like, guys, I can figure out operations, but from the clinical and getting things set up and procedures and compliance and things like that I need as much help as I can.

And that was a lot of stuff earlier on. But I think the challenges that we get now are a little bit different in like managing relationships with all the different insurance companies, managing relationships with the distributors, and like tooth and combing so many different things.

And I think that it falls with, you know I’m the type of person that’s gonna be like, I feel like I can do it out of my team. I’m like, I can probably do this the best, so I’m just gonna just do it. And some of my personal challenges are like delegating appropriately and empowering our team to take on the right responsibilities.

So those are like more personal challenges. But on going back to your real question in the infusion side, I think that some of the challenges that we have, or especially when something comes up that we’ve just not really dealt with or had experience with, that’s when we will like, oh, maybe we need to make sure that we have this to cover our butts. Or, we weren’t familiar with this. Oh, I didn’t know. 

I remember when we had our first Tysabri patient that got referred to us. Tysabri is a really unique drug. It’s unique in the regard of how you can access it. You have to have a special account in connection with Tysabri to be able to administer this drug.

And your team has to go through a training that they perform that the company does. I didn’t, we didn’t know it until we got the order sent over to us and we started to go try to acquire it. We’re like, oh, okay. And being ahead on the operations of some of these other medications, I think that was a big challenge with a learning curve for us coming from not doing infusions ever and also not–I’m not gonna say not doing them ever. Like our nursing team they’ve, some of them had experience in doing infusions before but–from the operations and management side there, there’s just some things that we were like, we didn’t know until we had to figure it out. Yeah, like we just got an email a week ago from an insurance company asking us if we can do this medication.

I go look that medication up on all of our, where we can buy things from and there is nowhere to buy it from and so I have to go then and research and see, where can we buy this drug? It’s called Rio and I have to buy it from a certain manufacturer that I don’t have an agreement with. So I had to reach out and find them before I could go back and tell this insurance company “Yeah, we can do that.” They’re saying that the insurance payer is requiring it to not be in the hospital anymore and to be an outpatient. And so they came to us first ’cause they found us through Google. And I’m like, okay, yeah. Nice. And so my mindset as an entrepreneur and as being in tech and things like that was you never tell someone, no, you can’t do something.

We’re like, we’re gonna go figure this out. And so on my side, I’m like, yeah, of course we could totally do that. So I gotta be like, okay, let’s go figure out how we do that. And I think some of the challenges for the practice really come from, man every payer has different criteria.

All these different drugs–some of them can only be bought in certain places and things like that. And the programs, there’s not one, and I think it’s all intentional, but there’s not one single place. It’s a register for all these different things, and it’s just hard.

Amanda Brummitt: Yeah, definitely. Are there other things that jump out at you now that you think, man, I wish I’d have known this two years ago, it would’ve made life so much easier?

Matthew Wood: I think that’s a really good question. Two years ago, I was not, I was maybe not near this industry. But I think that when I think about things that I wish I would’ve known, I think it would’ve come back to building out more systems and processes earlier on.

And, if you’re someone who is starting an infusion center or you’re going through the process because you’re like, hey, this, say you’re a clinician and you wanna have your own infusion center and things like that, you gotta spend the time to really invest the time to build it.

But you also gotta have processes, like the processes and procedures were a big thing for us. And once we’ve started too, we were just trying to hustle to get things open and then we were like, oh, we need to make sure that we have processes and procedures for just more on the operations side.

We started out with a really great revenue cycle management company that we worked with, and they were tremendous in helping us get to our first patients going through intake and going through, like doing prior authorization and insurance verification and all of that.

And over time we were like let’s bring that back in-house. And so that’s what we actually recently just did, is we brought that all in-house. We have a team in place to do that. And I’m very excited because it’s now something that we even have a little bit more control and ownership over.

Amanda Brummitt: Right.

Matthew Wood: Because when you go to a third party, and I didn’t know this starting out, I thought third party would be more like filling a part of our team, but it was just like we were paying for a service and people make mistakes and there’s just things that happen and I can’t really hold them truly accountable.

But whenever it’s more in-house, like I know that someone is on my team, I can hold them accountable to actually wanting our business to do well versus paying a third party that’s excited for us to do well, because at the end of the day, they’re getting paid to do well, they’re getting paid from our success. And I think we should get paid for our own success. 

And I’d say too, a thing I wish I would’ve known earlier on was just some of the nuances of payers. That was kind of eye-opening. And I don’t really think that there’s really a guide for it, but just sometimes there, understanding how these payers work and how sometimes how they, especially a secondary, how they’re gonna handle things, just even the government payers, like they’re just awful in some cases, I hate saying that, but…we deal with Idaho Medicaid. Idaho Medicaid. 

Amanda Brummitt: Oh, yeah. 

Matthew Wood: And I’ll talk to our drug reps and they deal with other states and they’re like, oh, Utah is like this or this other state’s like this.

And I’m like, why can’t it be even more standardized? And that’s just stuff that we didn’t know.

Amanda Brummitt: Yeah, it totally makes sense. I love all the excitement that you bring both to the good pieces and the bad. What are you most excited about right now in the industry?

Matthew Wood: Oh, in the industry?

Amanda Brummitt: Yeah.

Matthew Wood: I came back, we went to NICA [National Infusion Center Association Annual Conference]–NICA was super cool. Good time. Shout out to them–I think that they put on a really good program. And I think that there’s just things that, like going into our second year, I think about and I’m like, wow, I can’t believe where we’re at. And I think that one thing I’m really excited about and we just started, is we just started the medically integrated dispensing journey so that we can do that.

Well, we can do that because we also started our own rheumatology practice as well. So we are also partnered and have a rheumatology practice that’s inside of our network. We were like how do we build into medically integrated dispensing? And I’m really excited to learn more about it.

Yeah. And it’s a journey that’s– 

Amanda Brummitt: Will you define that just for anybody that isn’t familiar with it?

Matthew Wood: So, that was something I learned more about at NICA, but basically it gives the smaller infusion centers–more it’s tied to the practices. So like a doctor, a physician, or doctor’s office that is of that specialty that is tied with infusion centers– the ability to dispense medications that they would in essence, like injectables and things like that, might go under the pharmacy benefit. So what it’s really gonna do for our Collective Team is allow us to look at the pharmacy benefit for some of our medications, and that’s what’s gonna be, I think really the next level for us is being able to tie into more specialty pharmacy type things. I’m excited about that. I’m excited that where we’re at here in eastern Idaho, there’s a lot of opportunity for more infusion centers and so we’re already looking at growing in other areas. And one thing that I’m personally excited about is I love talking to people, I love networking, I love getting to know more about people and what they’re doing, I love being a consultant and things like that, and it was really cool going through the WeInfuse consulting process and seeing the relationships they’ve done, how they formed, and what they’ve got and the software’s, the software’s great.

Everyone that we worked with there is awesome. I got to be connected with a lot of the infusion centers that work with WeInfuse. And a lot of the guys that I met and people that I met were infusion centers that are like me, same size, maybe they’re just starting out, maybe they’ve just been around a little bit, or maybe they’ve been around a little bit longer.

And we all go to NICA once a year for that. Like you, you fill your cup and we’re working on starting our own–Oh, that’s really fun. I have an infusion going for myself right now. Fun fact. ’cause I felt like crap today–but one thing I was really excited about as far as what we’re looking at growing is growing our own network of infusion centers and local people that we can work with to basically build a network to connect and support one another.

We’ve actually been doing this now for a couple months, where we’ll get together and we’ll talk. Talk about things that we’re dealing with. We’ll talk about processes, process improvement, and how we’re managing certain team members and how things are going. And it’s been really helpful as like a little bit of a mastermind group.

And we’ve got 8 to 12 infusion centers that are a part of it right now. And I’m really excited because I want to grow that and I want it to be more like everyone comes and they’re willing to be vulnerable and to share or ask dumb questions. Whenever people are comfortable enough to almost ask a dumb question, I hate saying it like that, but it makes us all better. And so we just started working on that and I’m really excited about doing that kind of activity, because it feels like I can get something from it and they can get something and we can just continue to grow.

Amanda Brummitt: Definitely. If you could give one last piece of advice to infusion center owners and operators, what would it be?

Matthew Wood: I’d say the biggest piece of advice I’d really think about is…that’s a really good question.

A big piece of advice I think about is, especially for maybe newer ones, there’s a lot of people that you can copy and paste from, like realistically, a lot of larger infusion centers that have been around a long time, and they do things at a high level, right? And I think a lot of us who have been starting out more recently probably do that–We look at someone’s website, look at what they’re doing. Try to mimic them a little bit. But I’d say to anyone who’s been around for a long time, try taking a step back and looking at how your processes are going, what type of feedback is really coming from your patients, and what can you do to elevate to that next step; Because I think that we get so bogged down in just the day to day and how we’ve been operating for a long time and being willing to change a process or being willing to make something a little bit better. And I use this example, I remember earlier on when we started out, like I was here working in the back office all the time, talking to patients, doing all the things.

And I felt like I got to know a majority of our patients. And when I remember talking to one and they were like, yeah, I’ve been getting infusions for years. If I knew that this existed, this place here existed and the way that you guys are, I would’ve never gone anywhere else. And I thought about that and I was like, so then I asked, I was like where have you been going, right? And, they’ve been to a hospital and that experience of going and being in a chair next to somebody who might be on their deathbed or ’cause there’s an array of people who might be in a cancer center, right? And it’s awful, right? But, when you think about someone who comes in and they’re-. I say it like, as if…they’re not dying, but their body just sucks or like they just have a little thing wrong with them and you’re able to give them a personal private experience. It goes so much further and I think that anyone who’s kinda been around doing this for a long time, if they’re not doing that, it’s like a detriment to the community because like on our end, our goal is to ask, how do we put the community first and how do we just take care of the patient? Our ownership and our investment, like people who are invested in us, but all like physicians for the most part.

And our core principle when we first started out was like, what does a doctor want? They just want their patient taken care of, period. And it doesn’t matter who the insurance is, it doesn’t matter, all the things. It was just like, take care of the patient and everything will be fine. And so I think about the like, people who’ve been around doing this a long time.

I just had a call today with a clinic and I talked to the guy, and he was like, just dry. Had no- he was just like–what’s the patient’s name, date of birth? And I was like, yeah, how’s your day going man? And it was just true traditional calling a doctor’s office. And it made me think, I’m like, man, if I did a secret shopper call to my staff, what would I get?

Amanda Brummitt: Yeah.

Matthew Wood: And I’ve done that. And I’ve done that, and they’re all like, they, huh, Hey, this is so and how’s it going today? 

Amanda Brummitt: Perfect!

Matthew Wood: Yeah. They’re all like, upbeat because the one thing I think about too–sorry, now I’m tangenting–kind of a big realization is in the infusion space, we are seeing the patient when they walk in the door on their worst day; because they’re coming in on their four-week cycle or their two-week cycle, and this is technically like their worst day. How do we make that day a little bit better?

And when our staff is able to do that, people come back and, it’s also not about the furniture you have, the way that the place looks, it’s about the staff. I’m like, people come here because of our nurses and because of the way we treat them, the way we make them feel, and the way that we can connect with them.

And one thing that we do on every visit is we treat every visit like an e and m and we also like. I know that our nursing team will put that in the notes, the notes that they send in the treatment note. And we know that 70% of the doctors or provider’s offices will not read those treatment notes, but we’ve documented it, we’ve done our part, and we utilize that in our connection from the cell side and from the connecting with all these clinics on, like hey, we just wanna talk to you about some of the patients that we’re seeing and like some of the feedback that we’ve seen.

And you know what, if they care, awesome. If they don’t care, like fine, we at least tried. And so that’s where we’ve really come from and that’s probably the last piece that I’d leave with.

Amanda Brummitt: Awesome. It sounds like Infusion Specialist is a happy place. The opposite of the DMV or a dialysis center, which is what I think we all need to strive for, to make decisions better, but it’s not fun.

It’s not something anybody wants to do. So, why not make it a happy experience?

Matthew Wood: That’s right. All about it.

Amanda Brummitt: Yeah. Matt, thank you so much for your time. Thank you for the enthusiasm that you bring to the industry and thanks for being disruptive and for pushing us all to do things better and differently.

Matthew Wood: Sure, happy to do it, and I hope you have an awesome day.

Amanda Brummitt: That’s a wrap with Matthew Wood. Key reminders to take back to your team, make referrals, frictionless, build and refine processes early, and never underestimate the power of hospitality. And if you aren’t familiar with the WeInfuse software platform and RxToolKit’s web-based resources, hopefully Matt’s insight gave you a little bit of what it’s like to work with WeInfuse. I encourage you to schedule a test drive. These tools can save you time and money in your practice while making infusions safer for patients and caregivers. Matt, thanks for the candor and pushing us to keep innovating with our listeners.

Keep putting patients first and simplifying the work for your teams. We’ll see you on the next WeInfuse Podcast.