Marisa Nives (00:00): First and foremost, growth is up. Growth is up across volume, across revenue, across margin. The big story here though, revenue growth does not equal margin growth. Abby Burns (00:12): From Advisory Board, we're bringing you a Radio Advisory, your weekly download on how to untangle healthcare's most pressing challenges. I'm Abby Burns. Today, we're talking about health system growth. 2025 may have been a challenging year, an unpredictable year, a turbulent year, insert your preferred adjective year. But as they say, the show must go on. Provider organizations, while navigating a complicated present, also have to be planning for the future. And they are. (00:41): Every year, Advisory Board conducts a survey of health system strategy leaders to learn fundamentally about two things. One, how organizations performed over the preceding 12 months across a number of different levers. And two, what their strategic priorities are for the year ahead and how they plan to pursue them. To share the results of Advisory Board's latest strategic planner survey and how the data reflects the on the ground strategic realities of health systems as they look to grow their organizations, I'm going to be joined by Advisory Board expert Marisa Nives and Optum expert, Alex Kist. Hey, Marisa. Hey, Alex. Welcome back to Radio Advisory. Marisa Nives (01:16): Hi, Abby. Thanks for having us. Alex Kist (01:18): Happy to be here. Abby Burns (01:24): We're here today to talk about health systems, health system growth specifically. There's been a lot of turbulence in the health system market over the past 12 months or so, especially given the breadth of the policy changes that we spent a lot of time on this podcast talking about. What I want to understand today is what health systems strategic priorities look like in light of that operating reality. Marisa, this is an area where you've been doing a lot of research over the past several months, built on the shoulders of research you've brought to Radio Advisory before around health system growth. What has your most recent research look like? Marisa Nives (02:00): This year, just like every year, Advisory Board surveys strategic planners. We surveyed them to figure out their top strategic initiatives, what they're spending their money on, how they've been performing. This year, over a hundred people participated in the survey, which is awesome. It's skewed a little bit towards larger systems, so systems with one billion plus in net patient revenue, but all sizes were represented. And bonus points, the survey ran from October to December of 2025, making it our first survey post passage of the One Big Beautiful Bill Act or OBBBA. Abby Burns (02:32): Which seems really important given sort of the context we're talking about. Marisa Nives (02:36): Yeah, exactly. We want to know how health systems are responding in light of some of these policy changes. Abby Burns (02:42): We're going to dig into a lot of detail here, but first, Marisa, start us off at the high level. What are the headlines you've found so far? Marisa Nives (02:49): First and foremost, growth is up. Growth is up across volume, across revenue, across margin. The big story here though, revenue growth does not equal margin growth. Abby Burns (03:00): I feel like this is important because it's not a given when we look at the past few years that health systems are actually growing. So that feels like an important sort of one, two punch to start off with. Marisa Nives (03:12): Yep. Growth is happening and growth is good news. Second, doubling down on operational excellence. So operational excellence works. And when I say works, I mean it works for growing your margin. Also, good news because that is something that's in health systems control. The third thing that we found is that systems are still bullish on growth. So we talked about the fact that this is post one big beautiful Bill Act, post ABA world. Health systems are still interested in growing. Far and away, most important initiative, patient care and access. Abby Burns (03:44): Yeah. Marisa Nives (03:44): And the most important margin initiative, service line growth. Abby Burns (03:47): Okay. I want to dig into a little bit of what the difference is between those two things and a little bit, but keep going. Marisa Nives (03:54): And again, despite the policy environment being challenging, despite having years of continued financial pressure, health systems are still growing capital expenditures, which is exciting news, especially for our vendors on the line who are listening. Abby Burns (04:08): Yeah. I could absolutely see a world where systems are adopting more of a scarcity mindset, looking at the financial headwinds, not only that they're facing right now, but what's coming down the pike and sort of looking at conserving capital and not growing that CapEx. Marisa Nives (04:21): Yep. Abby Burns (04:22): Alex, you work with health system and other provider clients out in the market every day as part of the Optum Advisory Team to help them essentially execute on their operations and their growth strategies. I'm wondering how the top line findings that MRSA's sharing with us resonate with the tone that you're seeing in the market. Alex Kist (04:38): They're definitely resonating. And I think as I've been having conversations in the market, sitting in a board retreats, just having coffee chats, how I've been thinking about growth is that yes, it's a year of defense and it has to be, but it's not about standing still. And so most organizations know that they have to protect and preserve their margins at all costs. As Marisa described, the volatility's still there. Cost I don't think have normalized in the way that the industry had hoped they would by 2026 and growth in and of itself isn't going to fix that. However, at the same time, we have to play some offense too. There is some growth that's out there. It's just smaller, it's harder to access and it's more competitive than ever. And so what I've been seeing is that leaders are being a lot more intentional and they're really asking the question on where can they actually compete and win in this new environment. (05:30): And I think just as important is what should we stop doing so that we can focus. And so as I'm thinking about 2026 and where our listeners can prioritize, it's not about chasing the conventional profit pools and going after everything. It's really being disciplined to go after the right things. And it's hard right now to figure out what those right things are. Abby Burns (05:51): What I'd love for us to do is dig into each of the headlines, Marisa, that you shared. And for each one, I'd love to get a sense for what they can tell us about where the provider market is headed next, what might we be likely to see over the course of the next 12 to 24 months as systems are working toward, let's call it their 2030 strategic plan. And I want to start, Marisa, exactly where you started us. Leaders report all growth or indicators are up, which is good news. But you also said that volume growth hasn't necessarily been translating to margin growth. Tell me a little bit more about what the most recent data shows us. Marisa Nives (06:25): The data does show us that some systems are linking revenue growth to operating margin growth, but not everybody. 90% of our sample grew net patient revenue. Only 60% grew operating margin. That gap between revenue growth and margin growth, it's telling us that we can't simply outgrow cost. Abby Burns (06:46): Right. Which goes exactly to what Alex was saying, which is the cost basis for care is not getting smaller. Marisa Nives (06:52): Yeah. And interestingly enough, cost was a huge part of how people who were translating revenue growth into margin growth were doing that. One of the differentiators between the people who grew both revenue and margin was decreased contract labor. Abby Burns (07:08): Yeah. Marisa Nives (07:08): Folks who grew their margin were much more likely to have decreased contract labor costs and they were more likely to have decreased those costs by more than 5%, so making sizable impacts on labor costs. The problem is that 40% of our sample also expects to have increased reliance on contract labor in 2026. Abby Burns (07:29): That number is higher than I would expect it to be. Marisa Nives (07:32): Yes. So we want to keep up on the momentum of growing our margin. Retention is going to be a huge priority in 2026. We've got to hold onto the great staff that we have. Abby Burns (07:45): Alex, I mean, I'm surprised by that, by that 40% number. Are you? Alex Kist (07:49): Yeah, the 40% does seem high, but if you think about it in the context of some of the trends that we're seeing with the workforce, they don't exist. Matriculation into medical school and residency is down. We can't get in some of our markets can echo tech to save our life. And so I think there is an opportunity to think about how do we continue to retain the staff we do have because we're not going to be able to recruit in the same ways that we were historically because the staff isn't there. And so I think it's a reliance on retaining what we do have and also leveraging tech as a team member too. Abby Burns (08:21): Yeah. Yep. That's a good point. Marisa, in addition to the high labor costs, what are some of the other differentiators among systems who were able to more tightly link revenue growth and margin growth? Marisa Nives (08:32): First off, we did see a link between size and margin growth. Larger health systems are doing better at growing their margin when we look at them compared to smaller or even medium size systems. So I'm talking systems with one billion plus in net patient revenue. That could indicate that health systems are executing on the benefits of scale, particularly when we think about managing down costs. Yeah. Size is something that not all health systems can control though. Right. So another piece, and potentially the most critical piece, something that health systems can control, operational excellence. Abby Burns (09:06): Define that for me because this is something we obviously talk about a lot, but I think there's also a lot that goes into it. Marisa Nives (09:13): In this survey, we are defining operational excellence as respondents who indicated that they outperformed on different measures. So think OR room productivity, network integrity, and patient throughput. Abby Burns (09:27): Okay. Yep. Marisa Nives (09:29): The people in our sample who grew their margin were way more likely to have outperformed in those categories. Actually, they're way more likely to outperform in all categories, but there was a particular gap there when we think of network integrity, operating room productivity and throughput. For example, 60% of respondents in our sample who increased margin also outperformed on network integrity. Abby Burns (09:52): What I'm hearing is sort of the common denominator is the investments that health systems are making to improve their operations. They might be painstaking. They're not the sexiest things to be running at, but they work. Marisa Nives (10:02): Yep. Exactly. This is something Advisory Board has been tracking for for quite some time now. You continue to say that you need to grow from a base of operational excellence, and now we're starting to see that materialize in the data. Alex Kist (10:13): Absolutely. And I think as I've been reflecting on conversations I've been having out in the market, the biggest difference that I'm seeing, particularly as we're into 2026, is that systems who are doing really well here aren't just growing to get bigger, they're really growing to get stronger. Marisa Nives (10:30): Yep. You can't pursue growth without strengthening that foundation. Alex Kist (10:35): We were talking about these themes in 2024 and 2025. Now we're seeing them come to fruition. We're starting to see health systems reap the benefit of deploying a lot of these principles and shifting their mindset. I want to give a little bit of an example here of how we can make this real for our listeners. So we did some work with the community hospital out in the Rockies, and their margin story wasn't about adding new services. The typical things we see like expanding our footprint, getting this new robot, building this new clinic, it was really about throughput in their ambulatory clinics. (11:08): And once they were able to tighten up their physician scheduling, improve their patient flow, they were able to unlock the capacity that was already there. That's where we start to see revenue show up as margin. We also worked with an organization in the Midwest, a little bit larger size, big multi-specialty practices, multiple hospitals. They were seeing some minimal leakage within some of their top performing service lines, like let's say cardiology, oncology, orthopedics. And even just that minimal leakage that they were seeing had a big impact on their financials. Abby Burns (11:44): Yeah. Some of the Advisory Board research from 2025 found that even as little as 10% leakage has really meaningful revenue implications. Alex Kist (11:53): Yeah. Being able to mitigate that leakage through tighter physician alignment, better patient access and a real focus on making a frictionless and seamless patient experience was able to help them really improve and impact their bottom line from a margin perspective. And so that's a really big shift from how we've been describing growth in the past. And in this case, growth is really following operational discipline and it's not leading it. That's definitely a big shift from when we were talking about growth maybe two to three years ago. Abby Burns (12:24): Yeah. Yeah. Growth at all costs, right? Ramping growth. So let's lean fully into this growth conversation because that's sort of where the conversation has naturally brought us. Marcia, you said that volumes for health systems in our survey were up. What did we learn about what types of volumes are increasing? Because I could imagine this is a little bit of where the rubber meets the road when we're looking at volume growth translating to margin growth or not. Marisa Nives (12:48): Absolutely, Abby, you're hitting the nail on the head there. The most common area of growth was physician office visits, tying back to what Alex just said about network integrity. 88% of the sample saw growth here. That's a huge number. The largest increase in volume growth is actually in the ambulatory setting. A third of our participants saw ambulatory volumes grow by 5% or more. Abby Burns (13:14): And is that pretty high compared to historical precedent? Marisa Nives (13:18): This is a continuation of what we've been seeing in the ambulatory setting. We're seeing that growth is concentrated in the areas that have historically been lower margin. For example, 60% of the sample saw hospital volumes grow, which is great, but that number is far overshadowed by what we're seeing in ambulatory physician office and even in less profitable areas in the inpatient. ED volumes grew by a huge amount. So overall, volume growth is concentrated in the areas that leaders might not think of as traditional margin drivers. Abby Burns (13:52): Yeah. I'm wondering how the volume growth that health systems are experiencing sort of corresponds to health system growth priorities or their strategic growth priorities. Marisa Nives (14:02): Health system leaders are trying to take advantage of this demand. The number one strategic initiative for 2026 was patient access and acquisition, specifically commercial volumes. So they're seeing this demand and they're trying to take advantage of the most profitable form of that. Within that category, a lot of health systems, I'm talking 95% are investing in the sort of top of funnel strategies there. So think primary care. Primary care was a huge driver of how they are planning to take advantage of this demand, how they are planning to acquire patients. Abby Burns (14:36): I have to admit, I'm a little bit surprised to hear such a high proportion of systems that are prioritizing primary care. Given we often refer to it as a "loss-leader." And I know different people have different feelings about that term or that label, but it wouldn't surprise me if you came in and said in this moment of a lot of financial headwinds, tenuous margins, a lot of health systems are walking away from primary care centric strategy and top of funnel strategy. That doesn't seem to be the case, but Marisa, I'm wondering how effective most systems are at translating their primary care volumes to downstream more profitable volumes. We've been talking about how a lot of systems aren't great at network integrity. What do you see in the data? Marisa Nives (15:18): Yep, exactly, Abby. Primary care is this huge strategy. Success on network integrity is mixed. There is a pretty significant range in how health systems are performing in network integrity. In the sample, we saw 44% of participants saying that they outperform their network integrity goals. That's also the majority, but still a significant chunk that are outperforming. But on the flip side, we saw almost 20% say that they underperformed on this goal. We're seeing a pretty wide gap between the people who are doing great at this and the people who are not. Meaning if you're great at it, maybe this is a really good strategy. Circling back to the beginning of this conversation, if you are trying to grow without establishing your base, you could really fail. Abby Burns (16:01): And we actually know from Advisory Board research that when systems think of network integrity, they often don't think of every point at which they might be losing patients to follow up, meaning the 44% that are over-performing or that self-report over-performing might still be missing opportunities to improve their capture. Marisa Nives (16:20): Our research found that there is opportunity at every part of the percentile to improve your network integrity and increase the dollars associated with those referrals. Alex Kist (16:29): I love this conversation because I am such a huge cheerleader when it comes to the importance of primary care. If you're able to excel in primary care and win those patients and keep them within your network, you've got them for life. And that's part of what we think about commercial volumes are harder to come by. Winning the patients before they get chronic acute illnesses is a key strategy. And by having capacity within your primary care, then you can free up some of your more complex and in demand specialties and offload those patients and what we like to call graduate them back to primary care. So it really helps to free up your typically clogged up specialists. Abby Burns (17:06): But it's something that a lot of organizations aren't very good at or have a lot of running room to improve at, I guess, is a diplomatic way to say that. (18:10): There's a tension that we've named a little bit in this conversation that I want to run at, which is that everyone seems to be betting on the same play when we think about patient acquisition, and that is all about winning commercial patients. That's obviously a problem because winning a commercial volume is pretty much a zero-sum game, right? This is what we've been hearing qualitatively, but I'm wondering, does the data bear out this tension that we've been feeling? Marisa Nives (18:34): Yes. In our survey, 89% of respondents said they were likely to pursue capturing more commercial patients. Alex Kist (18:43): And I'm not going to lie, it makes me a little nervous because everybody wants to win at more commercial patients. And on paper, that makes a lot of sense, but the commercial market is shrinking. Competition is more intense than ever, and most systems are running very similar strategies, and so there just aren't enough commercial volumes for everyone to be a winner. And if you can't be a winner, you're going to be a loser. And that makes me nervous as we think about the dynamics that play within our industry. Yep. Marisa Nives (19:12): In some markets, commercial volumes is a zero-sum game. In other markets, it's actually a negative sum game because the commercial population is literally shrinking. So you are competing for a shrinking number of commercial volumes, making that an even harder to execute on commercial strategy. Abby Burns (19:28): What is the takeaway here? Is there hope? What is our advice to listeners who are dealing with this? Marisa Nives (19:35): Like Alex said, it's not wrong to focus on commercial patients, especially in a world where we are going to see lower reimbursements, more uncompensated care coming out of the One Bit Beautiful Bill Act. But if we're all chasing the same strategies, that's not going to allow us to succeed. What we need to do instead is think a little bit more critically about what the comparative advantage, what the niche is that we occupy in our market and run at that. That's going to make capturing commercial patients a more specific and intentional strategy. Abby Burns (20:12): And Marisa, when you say comparative advantage, you're not just saying, hey, what do I offer that somebody else doesn't? That might be part of it, right? But you're really talking about, hey, where are my internal strengths and capabilities? Where is the rest of my market? I.e., is there white space in my market where nobody else is offering the service? Am I offering it better than somebody else? And then where can I generate return over time so that I'm not losing my shirt on offering the service? Marisa Nives (20:35): Exactly, Abby. It's thinking about your why for existing in the market. What is the reason that your system should be here versus another? Alex Kist (20:43): Yeah. And I think, Marisa, what you said about cultivating your comparative advantage is spot on because intent alone isn't going to differentiate your performance. You need to think about where you're structurally set up for success and also where you're not. So a good example of that of making and forcing those trade-offs is we worked with a rural health system in the South and we know like most rural healthcare systems, they're struggling to survive and stay afloat in this political landscape. And so what they were able to accomplish through some strategic prioritization, figuring out their trade-offs, what was their effort to impact of some of these initiatives, they realized that they didn't need to do everything. And so they focused on prioritizing the things that we've talked about today like access, throughput, and a small number of service lines where they could actually differentiate themselves in the market. (21:30): And I think what's important here is that they were very explicit about what they weren't ready to pursue yet, one of which was value-based care. They realized that they need a strong operational foundation and were able to improve things of meeting demand with capacity before they could move successfully into value-based care. That's just a good example of where discipline is needed to really help your growth continue to soar there. And I'm always rooting for the rural health systems. It just shows that even just doing the small things, focusing on the foundation and getting back to basics will help you really in your long-term growth goals. Abby Burns (22:05): There are a couple of traditional growth levers that haven't come up yet in our conversation, which makes me wonder what growth levers are systems less interested in pulling as they look at 2026 and beyond. Marisa Nives (22:18): The one that really doesn't show up here is mergers and acquisition, M&A. M&A was the lowest priority strategic initiative. Only 7% of our sample said that it was a priority for them, and it really did not show up as a priority for improving margin. And actually, this was uniform across health system sizes. So big, small, medium. Everybody is kind of looking at the market and saying there's less to eat up and what's available is it's so appetizing. Abby Burns (22:48): Explain that for me. Marisa Nives (22:49): I think in the past, especially in the context of the safety net, struggling hospitals around us, there might've been more of an appetite to say, okay, we can purchase that distressed asset. We can turn it into something else. I think health system leaders are looking at those past decisions and realizing that that has not necessarily worked for them. Not everybody is good at executing on a merger and acquisition and really turning that sheer size into actual scale gains. The other thing is sellers are becoming more expensive, and that is not necessarily something that health systems have the money to execute on. And back to Alex's point, there are things that we're going to have to deprioritize as resources become constrained. Sellers are more expensive. The independent physician market is shrinking, and the sort of returns, particularly on acquisitions, are just not necessarily coming into play. Abby Burns (23:40): Yeah. I wonder if a piece of the first portion that you said of how attractive is it right now to acquire a distressed asset and try and sort of flip it or try and make it a long-term play? What kind of time horizon can I really wait for to see financial return? And maybe that's a little bit shorter. Marisa Nives (23:57): I will say that there is one exception here and it's going to feel repetitive, but physician acquisition is still pretty popular, not as popular as other initiatives. About half of respondents said that they were likely to pursue it. This is tying back to our ultimate goal of expanding primary care access, expanding ambulatory care access. And again, the warning here is first and foremost, just because you acquire a physician doesn't mean that you're going to expand access. And two, just because you do expand access and get those patients in the door, it doesn't mean that that's going to translate into downstream revenue. Abby Burns (24:28): So M&A is on the back burner. Anything else back there with it? Marisa Nives (24:33): Something that I was actually somewhat surprised to see was that revenue diversification is kind of concentrated among a select few. Its various revenue diversification strategies were not popular. Things like opening innovation centers, investing in startups, entering downside risk. It's not that nobody's doing this, but it's a pretty small share, around 30% or less for most of those. Abby Burns (24:56): I have to say, I've been waiting for you to say revenue diversification in this conversation. I'm kind of surprised it took this long to get there. Marisa Nives (25:01): Yeah. I mean, I think the theory is if your traditional model and centers of operating profit are decreasing, you might want to look elsewhere. The problem with that is that the jury is kind of out on whether these strategies are profitable. Revenue diversification was not associated with increased margin. So participating in various forms of revenue diversification didn't necessarily guarantee that you were going to increase your margin. The thing that the survey tells us is that everybody is thinking about ambulatory and primary care. Not everybody is willing to risk revenue diversification. Alex Kist (25:34): And so what I'm picking up on here too is that what's changed as we think about 2026 is not necessarily the desire to grow, but it's the accessibility of the traditional growth levers that's shifting. Abby Burns (25:47): The last priority that I want to touch on today is the fourth headline you mentioned, MRSA, which is health systems are actually looking at growing their CapEx in 2026 and beyond. Tell me a little bit more about that. Marisa Nives (25:58): So 64% of respondents are growing their capital expenditures. That's the majority, right? That's a good amount of people that are saying, yes, the environment is risky. Yes, I'm still going to pursue growth through dollars. In particular, health systems are spending their dollars on technology, technology and ambulatory. That is a margin play. 76% of respondents are increasing capital expenditure spend on technology. Abby Burns (26:25): Wow. Marisa Nives (26:26): Yes. And 97% said they were likely to pursue technology as a way to mitigate administrative burden. Abby Burns (26:33): Okay. We've got a lot of numbers flying around here. Let me teach back what I'm hearing. About two thirds of systems are planning to grow their CapEx this year. The vast majority of those, three quarters of those are growing their technology spend and they're growing it specifically to improve margin. Marisa Nives (26:49): Yep, exactly. And the way that they are thinking of doing that is through these administrative labor costs, these costs that they think they can maybe take out of the system. For example, the majority of respondents are considering reducing FTE counts for administrative labor. Only about 12% are doing that for clinical labor, right? Labor continues to be a huge cost driver for health systems, but cutting clinical labor is not going to be the way forward. So health systems are looking for areas where they can take cost out of the system. Administrative labor seems to be an area ripe for that, and technology has the potential to really augment the administrative workforce. Abby Burns (27:28): Yep. At this point, I'm not really seeing a lot of technological unemployment replacing workers with bots as it were. Instead, I see most systems focusing on augmenting staff productivity. Alex, what are you seeing? Alex Kist (27:41): The one thing that I would caution here as we talk about technology is that it doesn't deliver margin just on its own, especially as we think about the AI boom and strategies that organizations are investing in today. The value only shows up if the workflows actually change. Abby Burns (27:57): Yes. Louder for the people in the back. This is a super important point. Alex Kist (28:00): And so systems that have been getting this right, treat tech as an operating model change with clear governance and ownership and accountability. It's not just an implementation of a tool. And without that, the burden just shifts instead of shrinking. And so I love talking out in the market as tech as a member of the team because members of the care team have clinical workflows and policies and procedures. That same discipline needs to be applied to our technology and our products. Abby Burns (28:28): Yeah. Okay. So we've talked about a lot of different priorities today that all seem to be serving this broader idea of health systems achieving sustainable growth in 2026 and as they look forward. To close us out, I want to pull us up out of the data. What closing message would you leave for health system strategy leaders and their partners? Marisa Nives (28:48): First and foremost, make sure you have operational excellence at the top of your list. You cannot grow without having that foundation. Second, when you are ready to think about growth, think about honing your comparative advantage in your market. Think about the things that make you unique as a health system that make you a differentiated service provider and are going to really, truly make you a place that patients want to go to. Abby Burns (29:14): Yeah. I think it's also important to note that while systems have these strategic plans in place, maybe it's a three or maybe it's a five year, I'm hearing a lot more about single year strategic plans in the face of the sort of volatility of the market. These plans are not set in stone. You can always tweak them. You can always revisit based on real time feedback. So when we say run at operational excellence, that is not a static objective. Marisa Nives (29:36): Yep, absolutely. The other thing I'd like to mention here, leaders need to be understanding the level of granularity it takes to make these decisions and to evaluate these opportunities. So for example, instead of saying, I'm prioritizing orthopedic growth, which is something I hear from a lot of strategy leaders, you need to understand what sub-services, what markets, what demographic X, you need to grow in and you need to expand into. To do that, you need data savviness. Strategy leaders are going to need to have a level of comfort with data that they might not have needed to have in the past. That's a conversation for another time. Abby Burns (30:17): Alex, what would you add? Alex Kist (30:19): Yeah, I think the one thing I'd encourage leaders to do right now is to force those trade-offs. And it's not about retreating, but rather it's about redirection. And growth isn't happening in a straight line and that's totally okay. It's good to pivot and 2026 is a good time to do so. Abby Burns (30:37): Well, Alex, Marisa, thanks for coming back on Radio Advisory. Alex Kist (30:41): Happy to be here. Marisa Nives (30:42): Thanks for having us. Abby Burns (30:42): A clear message I got from Marisa and Alex in this conversation is that a lot of achieving sustainable growth comes down to nailing the basics. We've said that before, successfully operationalizing the strategies to get more patients in your door, get them seen, get them back. To do that, you need good visibility into what's going on in your market. That means data. More to come on what this actually looks like next week on Radio Advisory, because remember, as always, we're here to help. (31:19): If you like Radio Advisory, please share it with your networks, subscribe wherever you get your podcasts, and leave a rating and a review. Radio Advisory is a production of Advisory Board. This episode was produced by me, Abby Burns, as well as Rae Woods, Chloe Bakst, and Atticus Raasch. The episode was edited by Katy Anderson with technical support provided by Dan Tayag, Chris Phelps, and Joe Shrum. Additional support was provided by Leanne Elston and Erin Collins. Special thanks to Sasha Preble. We'll see you next week.