Eyeworld

FALL 2025 | EYEWORLD | 73 P EMR changes Guido Piquet, MBA, COE, Mann Eye Institute, said that EMR rollouts can be "brutal." He's been through two EMR rollouts in his career, but the second one was not like the first. "After surviving that first EMR system, I swore that I would never change systems again. … But as the years passed, I saw that our cur- rent solution was no longer serving our vision," Mr. Piquet said. Mann Eye Institute sought to change from its prior EMR system because 1) it couldn't fit the boutique patient experience the practice wanted; 2) clinical and revenue cycle workflow inefficiencies slowed operations and growth; 3) there were patient-related communication deficiencies creating rework and frustration for patients and staff; and 4) software complexity was a burden and stemmed evolution. "We re- ally needed a partner who could scale with us," he added later. When it came to partnering with a new EMR company, the practice knew it needed to work with one that shared its values (one of a growth mindset, for example), that understood that implementation process is critical, and that had interoperability that extends the value of the investment. The practice found these quali- ties in ModMed. For implementation, Mr. Piquet said a core team oversaw the change, guided by ModMed. "Super users," or key players/physician cham- pions, were identified and received additional training so they could be a resource for others during and after go-live. The implementation plan was extensive and detailed. "Despite everything that we did right on go- live … when we first went live, it was rough. It was probably rougher than the first time we did it. Why? It's largely because this time, we were about four times the size of when I did it the first time. It's obvious to say, but when you're bigger, it's so much harder to navigate change successfully," Mr. Piquet said. There were doctors who were asking to revert to the old system after go-live, Mr. Piquet said, but he knew this time around, it wasn't about the system. They were afraid. "Instead of retreating, we leaned in," Mr. Piquet said, noting that the super users were the "secret ingredient," providing support and solutions for the doctors who were struggling with the system. After 3.5 years with ModMed Klara, the practice has seen improved efficiency and patient collaboration, as well as an increase in patients with the same amount of staff. The sys- tem has revolutionized its patient communica- tions (no more phone tag) and reduced time to collect payments and introduced new payment methods. Going forward, Mr. Piquet said they are looking into ambient listening tools to help the practice. In the end, Mr. Piquet said that it's import- ant to understand that resistance is not defi- ance, rather fear of loss. "If you give people a clear vision for why the change is necessary, you can lead them through it," he said. Humanizing healthcare Brooke Flint, COE, senior regional director, Eyecare Partners, oversees the Ohio division, which is composed of 11 practices, 140+ pro- viders, in more than 40 locations. Almost 2 years ago, the team got together to review where they wanted to go operational- ly and identified areas of need. "When our team got together, we deter- mined we're not effectively able to do business, and we're not making it easy for our patients to continued on page 74 From left: Mr. Glatts, Mr. Piquet, Ms. Jacobs, Ms. Barkey, Ms. Flint, and Ms. Gantz at the Aii program at the 2025 ASOA Annual Meeting Source: ASCRS

• Blank Page
• Blank Page (1)