Joel George, MBA, MSN, RN, Executive Director of Retail Services, Health Parks & AdventHealth Training Center at AdventHealth

Summary

Becker’s Healthcare Podcast: In-Depth Summary of Joel George’s Episode

Episode Overview

• Title: Joel George, MBA, MSN, RN, Executive Director of Retail Services, Health Parks & AdventHealth Training Center at AdventHealth
• Host: Laura Dardo
• Release Date: July 20, 2025
• Duration: Approximately 12 minutes and 32 seconds

In this episode of the Becker’s Healthcare Podcast, Laura Dardo engages in a comprehensive discussion with Joel George, the Executive Director of Retail Services Strategy and Operations at AdventHealth. Joel delves into the innovative approaches AdventHealth is employing to redefine patient experiences through their Health Parks and Training Centers. The conversation highlights the integration of hospitality principles into healthcare, the strategic use of technology, and adapting to evolving patient expectations.

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1. Introduction to AdventHealth’s Experience Strategy

Key Discussion Points:

• Joel George’s role and focus on creating consumer-centric healthcare experiences.
• Conceptualization of AdventHealth Health Parks as one-stop care facilities emphasizing hospitality.

Notable Quotes:

• “Experience really isn't just a layer that we add on at the end. It's an architecture from where we build from.” [01:04]

Insights: Joel emphasizes that patient experience is foundational to healthcare service design at AdventHealth. The Health Parks are designed to serve as comprehensive care hubs, integrating various specialties and services under one roof to enhance patient convenience and satisfaction.

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2. Incorporating Hospitality Principles into Healthcare

Key Discussion Points:

• Drawing inspiration from luxury hospitality brands like Ritz Carlton and Four Seasons.
• Personalization as a critical component of patient care.

Notable Quotes:

• “They have [hospitality brands] really got personalization down. And so why not take some of the learnings from there and embed that into healthcare strategy?” [02:55]

Insights: By adopting hospitality industry standards, AdventHealth aims to create a welcoming and personalized environment for patients. This approach not only improves patient satisfaction but also fosters loyalty, ultimately contributing to the organization’s financial performance.

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3. Measurable Return on Investment through Experience Strategy

Key Discussion Points:

• Health Parks as significant revenue and volume drivers for AdventHealth.
• The importance of gaining market share by building patient loyalty from the outset.

Notable Quotes:

• “Hospital systems have to start looking at hospitality-centric brands... and embed that into healthcare strategy.” [02:55]
• “If we can learn the personalization from the first impression standpoint, then we've won that patient and we've gained market share, which also contributes to our ROI.” [05:06]

Insights: Joel explains that the Health Parks are strategically designed to attract and retain patients by offering a superior experience. This strategic focus on patient satisfaction directly translates into increased market share and improved financial metrics, as supported by national studies linking high patient experience scores to better net margins.

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4. Standardizing Patient Experience Across Facilities

Key Discussion Points:

• Ensuring a consistent brand experience across different AdventHealth facilities.
• Developing service standards focused on empathy and ownership of patient interactions.

Notable Quotes:

• “Standardization doesn't mean sameness, it means intentional consistency in the human touch points.” [05:38]
• “We call it, you know, hiring for the heart.” [05:38]

Insights: To maintain a cohesive brand experience, AdventHealth implements standardized service protocols that emphasize emotional connection and personalized care. Training programs and hiring practices are geared towards ensuring that every team member embodies the organization’s commitment to exceptional patient experiences.

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5. Leveraging Technology to Enhance Patient and Staff Satisfaction

Key Discussion Points:

• Balancing technological advancements with the humanistic aspects of healthcare.
• Utilizing digital tools to facilitate convenience and foster loyalty.

Notable Quotes:

• “If bricks build trust, then digital builds loyalty and together they create belonging in a healthcare system.” [08:30]
• “60% of consumers say digital convenience determines where they would get care.” [08:30]

Insights: Joel highlights the critical role of technology in modernizing patient interactions and enhancing overall satisfaction. From streamlined appointment scheduling to digital follow-ups, technology serves as an extension of the personalized care AdventHealth strives to provide, thereby reinforcing patient loyalty and improving operational efficiency.

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6. Adapting to Evolving Patient Expectations

Key Discussion Points:

• Designing healthcare environments that cater to the preferences of the next generation.
• Integrating lifestyle-oriented services to meet the demands of modern consumers.

Notable Quotes:

• “Healthcare systems that will win will feel less like clinics and more like trusted hosts.” [10:29]
• “Retail healthcare spend is going to surpass about $6 billion in 2030.” [10:29]

Insights: Looking ahead, Joel underscores the necessity for healthcare systems to adapt to shifting consumer behaviors and preferences. By creating environments that blend healthcare with lifestyle amenities, AdventHealth aims to attract younger demographics who prioritize convenience and holistic well-being, ensuring long-term sustainability and relevance in a rapidly changing market.

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Conclusion

The conversation with Joel George provides valuable insights into how AdventHealth is pioneering a patient-centric approach by integrating hospitality principles, standardizing exceptional care across facilities, leveraging technology, and adapting to future healthcare consumer trends. By focusing on personalized experiences and strategic innovation, AdventHealth sets a benchmark for transforming the healthcare landscape to better serve and retain patients.

Final Thoughts from Joel George:

• “Healthcare isn't just being disrupted, it's really being redesigned.” [10:29]

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Thank You for Listening Laura Dardo wraps up the episode by expressing gratitude to Joel George for sharing his expertise and vision for the future of healthcare at AdventHealth.

Transcript

[A]

This is Laura Dardo with the Beckers Healthcare podcast. I'm thrilled today to be joined by Joel George, Executive Director of Retail Services strategy and Operations at Advent Health. He focuses on health systems health parks and really has a lot of cool, innovative things they're doing around the consumer strategy and really bringing healthcare closer to the patients. So, Joel, I'm excited to have you on the podcast today.

[B]

Thank you, Laura. I appreciate your time. And I'm excited to talk a little bit about strategy and operations and experience and what we're doing at Advent Health Central Florida.

[A]

Perfect. Perfect. Well, you know, I am really excited for this conversation because it's so timely. I know so many health systems are trying to figure out what their brand strategy is going to be, how they're going to connect with patients and really, truly make a difference as the whole healthcare industry transforms. So first and foremost, I was wondering, could you talk a little bit about what the experience is strategy means to you in the context of healthcare retail services and how the philosophy shaped your approach at Adventure Health park and Training Center.

[B]

Yes. So when we first came up with the concept of Advent Health Health Parks, really what we looked at was a lens of how do we create a one stop shop of care in one setting where it's embedded, where hospitality is really the focus. And so in my perspective of experience and strategy, experience really isn't just a layer that we add on at the end. It's an architecture from where we build from. And so even when we look at planning and design of our construction of our facilities, I'm a big believer that the lobby space is really the first impression of every single interaction that patients receive when they first come into our locations. And so we've got to create those lobby spaces to be kind of a wow factor for patients because that's where consumer loyalty comes from. You know, there was actually some national proof and it talked about from a Deloitte study that said that hot hospitals with patient experience scores that achieve 4.7% net margin compared to 1.8 for those with lower scores specific to their experience. And so an example of that in our health parks really was that we designed the business really around the model of experience as a product and didn't just study other hospitals. I think this is where a lot of hospital systems kind of get intertwined in terms of figuring out what is their experience strategy. They've really got to start looking at hospitality centric brands such as the Ritz Carlton and American Express and Centurion Lounges, even Michelin starred restaurants. I think that when it comes down to personalization, they have it down. And so why not take some of the learnings from there and embed that into health care strategy?

[A]

That makes a lot of sense, you know, and it is really fascinating to hear about the personalization aspect of treating patients and how you, you can bring that into the healthcare setting. From your perspective, how do principals from those hospitality and retail industries translate into measurable return on investment in the healthcare environment? Can you share any more specific examples from Advent Health?

[B]

Yes. So when we built our health parks, obviously they're 36,000 square foot to 58,000 square foot facilities that are really a driver of volume and revenue to our main hubs, which are our hospitals, right? And when I think about health parks having multiple service and specialties in one building, along with lab imaging, sports medicine, rehab with physical therapy, really what we want to be is a hub and spoke model in terms of let the patient come in for proactive care. Now if they need to get surgery or radiology or other things done that are more tertiary care inside of a hospital setting, then we, you know, obviously move them to the hospital setting. But really on that front end, I think from a ROI standpoint, what we're really trying to capture is market share. And this is kind of a thing that is a big thing in hospitals and ambulatory settings right now is this tug of war between where is the patient gonna go? What's the lowest costing option? But we also need to figure out, hey, how do we gain market share by actually creating loyalty to that patient right from the beginning? I'm always a believer that hospitality wins trust and drives trust, volume and loyalty and margin. So we design spaces that anticipate unspoken needs. Really looking at how do we build in coffee shops or concierge greeters or spa like environments and lighting. And we studied brands such as the Four Seasons and, and the Ritz Carlton. Something that is really near and dear to my heart is studying brands like those that come into play. Because I think that if we can learn the personalization from the first impression standpoint, then we've won that patient and we've gained market share, which also contributes to our roi.

[A]

That makes a lot of sense and it's really kind of a great perspective in terms of helping you understand what you really need to do in order to create that right experience and then figure out how that comes into success of the broader healthcare system. I know many health systems are struggling to standardize the patient experience across their whole facilities. And I know Advent Health had several of the retail facilities they're working on as well. So how does Advent Health integrate that strategy into a cohesive, brand aligned experience across all those different service touch points?

[B]

Yeah, this has been something that we've been working on specifically at Advent Health is why is it that we have a different experience? When you think about a medical office building health park standpoint, when you walk in, you kind of have a different experience versus going to a ER or a hospital setting, it shouldn't be any different. Right. At the end of the day, they're actually going into your brand at the same, through the same door and the same funnel. I think standardization doesn't mean sameness, it means intentional consistency in the human touch points. And so one of the things that we really focus on is looking at our press, gaining latest data that shows that experience variability is the number one driver in patient dissatisfaction. Right. And so an example of that is, you know, we've, we created a service standards that are specific to Advent Health and those service standards focus on loving the patient. Right. Owning it and making sure that we are owning our experience within the facility. And so these things are probably, are North Star when it comes to creating a choreographed experience for our patients. Every Health park team member in our specific, my specific area is specifically trained on the script. It's not just a clinical feeling, but it's also emotionally. We call it, you know, hiring for the heart. And, and that's one thing that we're really focused on right now is the way to standardize these approaches is by making sure that we're hiring the right people and training them on concierge level and hospitality aspects to make sure that they understand that that is what's going to win over the consumer. We've also brought in, you know, luxury hospitality consultants. When we first opened up our health park in 2020 in apart and settlement, one of the things that I was really big about was after traveling the world a lot and kind of seeing where hotels are going from a concierge experience. I always, always love the fact that when you walk into a hotel, they kind of know you by name, they know what your preferences are. That shouldn't be any different in healthcare. And so how do we bring those kind of approaches into a healthcare setting? And so we hired and we brought in, you know, people like the Ritz Carlton and we, we brought them in and some of the managers came in and talked to some of our team members on what that means and what that looks like. And I think that's been something that's been really focused and, and been very great for us in terms of our experience.

[A]

That's cool to hear. And you know, what a great ability to go and see some of the other industries and bring that into what you're doing at Advent Health. Now, what role does technology play in the retail experience at the health system and how does it really enhance satisfaction and loyalty among patients, visitors as well as staff?

[B]

Yeah, so technology for us has been something that we've been constantly iterating on. And so when it comes to technology, I do believe that there is a technology component to healthcare, but the humanistic side of healthcare to me will never go away. And I think that the technology has to be kind of like the invisible concierge where we anticipate and not just transact with patients. You know, there was a study that was done that said that 60% of consumers say digital convenience determines where they would get care. Right. Even more than cost. And so I think our digital front door net needs to be embedded with technology that is easy appointment reminders are one, one easy way of doing that. Right. And also scheduling first up first, scheduling mobile on your digital phone and your cell phone, being able to do it like the open table concept too as well. Those are the triggers that create instant feedback loops for patients too as well. And so beyond that, I think that the way that we embed digital technology is to extend hospitality beyond the building. One thing that I think is very important from a loyalty standpoint, even with technology is extending, you know, gratitude text messages or follow up care tips and wellness reminders. And so I think those are the areas that we need to focus on in terms of how we embed technology. You know, I always believe that if bricks build trust, then digital builds loyalty and together they create belonging in a healthcare system.

[A]

I love that saying. That's so true and really such an interesting perspective and way to look at things in the lens of the healthcare space. Before we wrap up here, how should health systems adapt their environments and services to meet these evolving expectations?

[B]

You know, I think we have to look at the next generation of the consumer that is consuming healthcare in the future. I always tell a lot of my colleagues the same thing is who are we building healthcare for? If we look at the baby boomer demographic, you know, that is something that is, it's a big population of our demographic, but we also have a lot of our generations that are coming up that want convenient and convenient care in one specific location. And so I think the next generation isn't really loyal to a provider, they're more loyal to how a place makes them feel. And so how are we actually designing and building our facilities to make them feel like they want to be there? You know, retail health care spend in is going to be, I think, surpassing about $6 billion in 2030. And it's fueled really by convenience and accessibility and experience. And so at our health parks, I think we, when we think about how we design them, they have more of an Apple Store feel than a hospital. And I specifically want that because in terms of other next generation, the consumer, it's really my kids that are going to be consuming health care in the future. And I think that from looking at how they're growing up to as well, convenience is such a big thing for them. Right. And so we've got to start co locating our services with lifestyle partners, fitness studios and wellness cafes, and, you know, even financial planning in the future too, as well. And because there are a lot of younger people now that are driven to figure out what does that look like for them in their future too as well. And so I do believe that healthcare isn't just being disrupted, it's really being redesign. And the systems that will win will feel less like clinics and more like trusted hosts.

[A]

Well, it's fascinating to hear. Joel, thank you so much for joining us on the podcast today. This has been such a fun conversation. I feel like I've learned a ton from you and what you're doing at Advent Health and just look forward to connecting with you in the future.

[B]

Really appreciate it. Thank you so much.