Trust, Compassion, and Results: The Rosen Way to Better Healthcare

[00:00:00] Before we start, I want to invite you to Rosetta Fest 2026 in Nashville. This is where employers, unions, and clinicians who are cutting healthcare costs 20-50% while improving care and outcomes share exactly how they did it. Operators learning from operators with patients at the table. Learn more and register at rosettafest.org. Now let's get into today's conversation.

[00:00:27] Unfortunately in the world right now, trust in healthcare is at an all-time low. We have a perverse system in the United States that it's churn and burn, heads in beds, revenue per patient, and you get paid more like you said when we are sicker. A physician will stop a patient from describing their symptoms within 18 seconds. That's the system. If you give the patient the time, 85% of the diagnosis will come out of their mouth.

[00:00:53] If you just care for that person, like the human that they are, and be compassionate with what they are going through to guide them through the process, it's not difficult. There's a new model, it's out there, and it's making a wave.

[00:01:26] Welcome to Relocalizing Health. This is the podcast about taking back healthcare and rebuilding communities. I'm Dave Chase, the CEO of Health Rosetta and author of the book by that name, Relocalizing Health.

[00:01:39] The subtitle is Taking Back Healthcare, Rebuilding Communities. Today's conversation is one I've been looking forward to for a long time. If you've heard me talk about what does a transformed health plan and healthcare system look like, and using advanced primary care that works, and having employers that are literally spending half the national average while delivering better care to a workforce, even while they have very significant challenges.

[00:02:07] In this case, the percentage of high-risk pregnancies amongst their members bumps between 60 and low 70 percentile. It's just pretty amazing. And it started with a hotel company with one medical center and a clinical leader who's been doing this work since the late 90s.

[00:02:27] My guest is Kenneth Aldrich. He's the clinical leader at Rosen Medical Center, which is a place for healing and wellness that's located in Orlando, Florida. He joined the Rosen Hotels team almost 30 years ago and helped build what is now the longest-running, most comprehensive, employer-sponsored, advanced primary care model in the country with decades of documented results.

[00:02:56] Kenneth, welcome to Relocalizing Health. Yeah, Dave, thank you. It's an honor to be here. I love everything you're doing. Anytime you ask me to be on, I am there for you. And wow, we didn't have to say 30 years. It's actually 28 years. Make me sound a little bit younger, please. But yeah, as the director of health services, it's my responsibility and a team, a team from Human Resources.

[00:03:18] We have a medical director at our facility that we all work together to find ways to control our health care system. But also what you said was the community piece. And those are the kind of things that Mr. Rosen, our founder, our CEO, may rest in peace. We're going to continue to perpetuate his dreams and his goals.

[00:03:40] Yeah, and for people who don't know, I gave a TEDx talk almost a decade ago, and it focused in on an earlier version of the story. And as good as it was a decade ago, it's only gotten better. If you can take us back to when you actually got started in the late 90s, what did you walk into? What was the patient population like? And kind of what was your assessment of the situation?

[00:04:04] Yeah, so Dave, when I walked into the blessings of Rosen Hotels, it wasn't even Rosen Hotels and Resorts at the time. It was called Tamar Inns, and that was back in 1998. And coming in as a clinical, I have a clinical degree, I have a BSN, so I'm a nurse. I walked into an opportunity for us to find ways to bring better health. Mr. Rosen, visionary, absolute visionary in 1991.

[00:04:32] Him, Mr. Santos, our new CEO, was our CFO. And our HR director, they all got together and said, hey, we need to fix health care. So we had an opportunity, and they put in a primary care facility. And it continued to grow. But we found that, hey, the more that we can create touch points, trust, relationship, point-of-care services, that's when we realized, hey, let's bring as much as we can to then the clinic,

[00:05:01] to what it is now, but to medical centers that serve only Rosen Hotels and Resorts employees and dependents. And walking in there in 1998, we continued to grow as in our company. And with that, it brought us other opportunities from new associates. And one of the things that we've always been was proactive. Not waiting for employees to call and say, hey, I'm not feeling well, I'm sick, or I've got high blood pressure.

[00:05:30] No, we were proactive to reach out to those individuals to say, hey, Dave, welcome to Rosen Hotels and Resorts. Let's figure out where are we starting with you in relation to your health. And then that's where we would say, okay, based on your age, based on your demographics, what do we need to do to make sure we get you to the optimal health? So that was back in 98 to where we are today. Yeah, that's an incredible story.

[00:05:55] The other thing I didn't mention that just added to the challenge is, of course, you've got a very comprehensive primary care, but you don't handle everything. Of course, there's hospitals and so on. And it turns out Orta is home to 40% of the highest cost hospitals in the entire country. So that is just an added challenge. And then, you know, if you go back and talk about your, the members, you know,

[00:06:24] the associates in your organization, many of them, as I understand it, didn't have access to kind of regular health care, what we come to expect in the U.S., and arrive with some complex conditions. What was it like building a care relationship with people who had largely been outside of the traditional system? Yeah, again, goes back to building that trust, because you're absolutely correct. We are that melting pot for our population.

[00:06:52] 35% coming from third world countries, you know, many of them that don't have transportation or the educational background or the socioeconomics. So as we all on this call know, the lower the socioeconomics, the higher the health care expenditures, and also with social determinants of health. But Mr. Rosen was always a visionary, recognizing that, even before it was called social determinants of health. So he said, you know what?

[00:07:19] Any of our associates who do not have transportation will drive them from the hotel to the medical center. And not only that, Dave, but with Frank, our CEO, and HR, we said they'll stay on the clock while they're with us. So again, he was removing the access or removing the barriers to the access of care, because if somebody said, well, I have to clock out, now that's money out of my pocket, I'm not going to go see the doctor.

[00:07:45] So Mr. Rosen, again, a visionary, said, let's remove those barriers. And so with that melting pot also comes those challenges. We've had patients who've come into our facility with a blood sugar and A1C level of, say, 15. That means they're walking around with a blood sugar of in the four and five hundreds, and we're seeing them for the first time. And it's, oh, wait, we're not doing the prevention. We're trying to save those individuals' lives.

[00:08:13] But they've lived with it for so long in their other country where they didn't have health care that they became accustomed to, or they felt they didn't feel like their blood sugar was elevated. And so that when we intervene and start bringing their blood sugar down, they start having the hypoglycemic or the low blood sugar symptoms. And they're like, oh, wait, hold on. What's going on? And again, re-educating them that, hey, we're trying to fix your diabetes

[00:08:40] and get you to a place where it's not going to cause all those other damages, the eyes, the feet, the kidneys, amputations, those type of things. So it's a very unique population. We love every minute of it, and we just love educating them and working with them, holding their hands. You know what, Dave? I got to tell you this story. So with that population, one of my very first patients I recognized had limitations of understanding,

[00:09:08] I got to take these medications every single day. This person needed a heart transplant. This person was on warfarin. This person was a diabetic and a hypertensive. So we said, let's start our own little pillbox program. And yes, some people raised their hand. You're using nurses to fill little pillboxes to give to the patients to take every single week? The answer was yes, because that individual, we had to actually send the police to his house one time

[00:09:35] because his blood levels were too elevated that could have made him bleed to death. But when we got involved, we kept him alive. One of my favorite Creole patients for decades. So then Dave, one day he retired. One day he went into the traditional system with Medicare. Six months after leaving us because we held his hand. We treated him with compassion and understanding.

[00:10:03] And I will never forget him. One of my favorite, favorite patients. That's the difference of what we do at Rosen. Yeah. And it's so evident. And it's evident when you stay in one of the Rosen properties, how people love working there. And often I say that the biggest missing element in our health care system is love. You know, clearly there's the love for, you know, your fellow man and your associates, patients, whatever you want to call them.

[00:10:34] It's evident. And a lot of what you're doing at some level, it's just being problem solvers. And it's almost common sense, but the least common thing is common sense sometimes. And when did you realize as you're, you know, step by step making these improvements, when did you realize you were doing something fundamentally different than the rest of how American health care works?

[00:10:59] And what were some of the early reactions you were getting to the approaches that were working so well, but were really outside of the norm? You know, Dave, just honestly, for me, it took years for us to really realize that we were outside of the norm. You know, we live in this bubble that we just did the right thing. We did what needed to be done to care for, to love, to provide for, for our associates, because that's what we are all about.

[00:11:28] That's what Mr. Rosen was about. And so it was years before somebody said, well, guys, you're doing things that are different than what everybody else is doing out there. We need to take a look at this because we're struggling over here. Well, why aren't you doing this piece of it? Such as giving free medications for those chronic care conditions. Why are you charging for that insulin? And again, going back decades, I know you can get insulin and things like that now, but

[00:11:56] there was one day where we decided, hey, we're going to give our insulin to our associates for free. And we got to, we were presenting at the Diabetes Association. This was years ago. And Mr. Rosen got to say, hey, we are now providing it for free for all of our insulin dependent diabetics. And we got, he got a standing ovation. But it's, he's always been ahead of the game because he understands. And like you said, show them the love, which is our associates.

[00:12:24] And that love is making sure we remove the barriers, remove the challenges so that they can get to where they need to be as quickly as we can get them there and as safely as we can get them there. Yeah. Let's bring it down to give an example so that people understand the full scope. When I had checked in with you recently, you had mentioned that the percentage of high-rate pregnancies had gone up to 72%, which is remarkably high.

[00:12:52] Walk us through, without associate walking through the doors, maybe somebody who's given birth recently, take us back. What would they experience when they walk through the doors at that point in their sort of maternal journey? Who does she meet? What happens at that point? Absolutely. So I want to take it one step back. So in 2005, when I got into the leadership role, I went to one of my first meetings with

[00:13:21] Mr. Rosen and the entire team. And Kenneth, you guys had a preemie. What preemie are we talking about? And then that's when we realized we needed to create a program to make sure that we're managing all of our pregnancies. So what is an associate or dependent who is pregnant? We will first bring them in to make sure that they, you know, we'll do some tests on them that they are pregnant. They will be assigned a Rosen case manager and also another case manager.

[00:13:49] We're making sure that at the point of care that they're getting everything they need from prenatal vitamins. But also having the conversations already about breastfeeding so that we can, when they're ready and prepared, that we're going to provide them with that breast for free and all the education that is needed associated to it. Then we're also walking them through what other benefits do we have within our Rosen program

[00:14:13] for pregnancies, such as birthing centers and things like that, so that we have an understanding of what's in their mind. We also consulting with that individual to find out if they have had any other pregnancies. Have they had premature babies? Have they had complications? Have they had a C-section? If they've had a C-section, we're also talking to them about, or have they ever thought about having a VBAC or a vaginal birth after C-section?

[00:14:40] So then we can decide what's the safest route for that individual. So those conversations are happening, some of it with the Rosen Medical Center, some of it with our case managers, and some of it's going to be with the high-risk OB or the regular OB. So giving them those prenatals is first and foremost. Conversations with the breast pump and then managing that case throughout from the beginning of the pregnancy throughout, in which we, the Rosen Medical Center and our case managers, we

[00:15:09] get together and we talk about all of the pregnancies. Where are they at with their pregnancy? Are they following up with that high-risk OB? No, they're not. Where are they at? What's going on? Why are they not? Did they not understand? Because remember, we have multiple languages and sometimes they have to be coached and guided as to what does it mean to be a high risk? What are the complications associated to it? The baby could pass. You could pass.

[00:15:36] Those are the things that we need to make sure that they understand so that when we're reaching out to them, when we're holding their hand throughout the entire process, they know that it's because we care about them and we care about their baby. Is the high-risk OB one in the community or some set in the community or how are they related to your organization? Yeah, we have a couple of relationships, not only with Orlando Health and Winnie Palmer and Arnold Palmer, but we also have other high-risk OBs that are within the community that are

[00:16:06] independents that we work together with. To make sure that we've got that tied together so that everybody's on the same page putting that patient in the middle and giving them every piece of assistance, guidance, education for their entire journey of the pregnancy. And what's the cost? I mean, just to put it in dollars and cents terms for the member, what does it cost for them in terms of the pregnancy, the delivery from their standpoint in terms of out-of-pocket? Yeah, absolutely.

[00:16:35] Great question. So it depends on what it is. So if it's a normal vaginal delivery, it's going to be $750. That's for all the care that is provided for the OB and for the delivery. And same with the C-section is covered. A VBAC, same thing, $750. If they go to a birthing center, it's significantly cheaper. It's right now free to go to a birthing center. And we'll also give them some incentives for using a birthing center if they choose.

[00:17:03] We do offer tub births also. And depending on locations, we have also approved home births, depending on the risk of that individual. And being between 65% and 72% high risk, I mean, we don't have that many opportunities. But when we're looking at the high risk of that individual, we're looking at high blood pressure, diabetes, HIV, advanced maternal age. I know, yes, a lot of you are going to say it's not advanced maternal age anymore.

[00:17:33] It's called geriatric pregnancy. But I'm a man and I'm not going to call it that because whoever named it was probably a man and not thinking well. But so the advanced maternal age population, we know are high risk and can have complications. We have twins are categorized as high risk also. So depending on that individual, depending on the conversations and depending on the level of complexity and high risk is where we will make some decisions as to, okay, hey,

[00:18:02] can they have it at home? Can they have it at a birthing center? Do they need to go to an OB or do they need to go to a maternal fetal medicine? One of the things I've learned over the years is when there is fully comprehensive primary care, sometimes as much as over 90% of all the issues that people enter the healthcare system for can be done in that primary care setting. And you've touched on a few different roles.

[00:18:28] If you could go through all the different license types and roles that sit inside the medical center, at least from a clinical perspective, I think it would be great for people to understand the level of scope. And absolutely. I'm going to take a little bit outside of the medical center too, because we brought in some additional mobile services to, again, bring it from the point of care. So let's start, you know, our medical director, Dr. Ronald Ryden. Amazing. He's an MD.

[00:18:57] And we also have other MDs. We have DOs. We have NPs. We have PAs. So physician's assistants, nurse practitioners. We also have in-house physical therapy. We have a podiatrist in-house, a lifestyle medicine and bariatric services specialist in-house because of the GLP-1 explosion. So this helps us with controlling that plus our bariatric surgery to make sure that we're

[00:19:25] managing the case through the entire spectrum. We have medical assistants. We have LPNs. We have RNs. We have lab techs, pharmacy techs. We have in-house now mental health services, mental health providers, either social workers or mental health therapists because we recognized, we rose and recognized that after COVID, we

[00:19:50] only had nationally enough mental health therapists and social workers to serve 19% of the population. So we said, let's bring it in-house to make sure our associates have access to those therapies. We have a chiropractor on-site also. Then we also brought in a mobile, we have mobile mammography and mobile dermatology. And there's some other mobile services that we're looking into and that we're working on that will also, again,

[00:20:16] be more available for associates from an accessibility standpoint at the point of care. So imagine, imagine one day you're coming in to get your physical, you get your lab, you get some physical therapy, see the chiropractor, go get your teeth cleaned, go get your skin checked all in one visit, Dave. That would be amazing for our associates. What is that called? That's like an executive physical.

[00:20:43] We're treating our associates, concierge medicine for our associates, executive physical for our associates, all right there for them so that they can be at the top of their health, top of their game to serve our guests for Rosen Hotels and Resorts. Yeah, yeah. No, and I think it's worth putting your work into a national context. The fact is the U.S. has the worst maternal mortality of any wealthy country.

[00:21:12] The last data I saw in 2024, nearly 18 mothers died per 100,000 live births. And for women of color, it's about 50 per 100,000 live births. That's about three times the rate for white women. And those disparities persist regardless of education or income. When you hear about those kinds of numbers, what goes through your mind and given what you see every day?

[00:21:40] It makes me sad because we're better than that. What makes me sad because we're number one in the world for health care spend, but we're number 39 or something like that for quality. It makes me sad that we, Florida and Georgia, are number one with the total spend. We have the abilities. We have the opportunities for these mothers and for these children, for these babies. You know, thank you, Lord, that we've been blessed that we haven't had any maternal deaths.

[00:22:06] But from a risk standpoint, from a high risk, when we're looking at our high risk categories and the number of premature deliveries, when I've looked at, and this was a while back, I apologize. It was Orange County was running around 11 or 12 percent, you know, premature rate. Well, that's where our population is coming from. So I'm like, OK, that should be some good numbers for us. And we were running 7 percent, even with that 70 percent or 72 percent high risk rate. Why?

[00:22:36] It's those touch points. It's that follow up. It's the care and the compassion that when they talk to Lisa, one of our nurses, they feel the love of, hey, we're here for you. How can I help you? Why aren't you taking those medications? Let's get this under control. Not unfortunately in the world right now, Dave, trust in health care is at an all time low.

[00:22:58] And so that's where we, I believe we do a really good job of maintaining trust with our patients, that they truly understand and know that we care about them and that they can trust us as we walk them through this this this this process. Yeah, that trust issue is so huge. You know, in the work I do, I do speak to a lot of folks in the industry.

[00:23:19] And one of the things I heard in an unguarded moment from a hospital CEO was they said, we need to induce complications in order to make a profit with labor and delivery. And I was like, oh, that is just encapsulates how whacked our system and how the incentives are all wrong. And what you've done is really the opposite of that and describing, you know, attitude, what approach makes the difference.

[00:23:48] And the other thing is there's growing evidence that the first thousand days, you know, from conception through age two, it's the single highest return investment window in human health. You know, the prenatal care, the nutrition, the behavioral health, early well child visits. And one of the things that I'm curious about is we've been talking about adults and the associates that work for the company.

[00:24:15] Do you take care of children as well or is it just the associates? If you've been listening and thinking, I wish there were more places where people share what actually works. That's exactly why we created Rosetta Fest. Join us in Nashville at the end of July.

[00:24:35] It's where employers, unions and clinicians who've built thousands of health plan successes share how they improve the caregiver and patient experience that leads to the best health and financial outcomes. The only people on stage at Rosetta Fest have created sustained success and happily share their secrets. Details and tickets at rosettafest.org. All right, back to the episode.

[00:25:02] So under the Rosen Medical Center, so we're going to separate the Rosen Hotel's health plan and the Rosen Medical Center. So the Rosen Medical Center will see 15 and up, but all of our case management and our health plan will cover the employee, the spouse, and dependents. So our teams are still managing those children, those newborns, those high risks. The kids that we just had one that had open heart surgery that was seven months old.

[00:25:30] We're still managing all of that from a high level to make sure that from the hospitalizations, why are they there? When are they going to get discharged? When can we bring them, whether it's an adult or child or what have you? Are we getting them into a skilled nursing facility? Are we moving them into a LTAC? Let's move them to the right place at the right time for the right care at the right cost. So our hands are always looking at that as to who's inpatient.

[00:25:55] We're also looking at who's gone to the emergency room, children, adults, so that we can make sure that we're steering them back to their pediatricians or to have our 24-hour ER doctors and nurse practitioners reaching out to those individuals to make sure that they're okay. Yeah, yeah. No, and of course, that health plan really matters a lot. And one of the things that was striking is, you know, when I did this TED Talk about you all, you know, a decade ago,

[00:26:23] I mean, clearly the best of the best of what's possible in the American health care system. And then over the intervening years, we came up with a way to grade health plans and based on their, you know, predictive high plan, high performance health plans is what we want. And the thing was interesting was, we'd have really high expectations. It's all stuff that's being done.

[00:26:49] And at the time, my memory serves me, Rosen was in the low 70s, which again, was exceptional compared to the rest of the country. But, you know, the attitude you all have was like, you know, we can do better. Last I checked, you know, you're in the 90s, which are very, very small percentage have that. And it's just been really impressive to hear about that.

[00:27:16] But, you know, you've spoken on stage, you know, we've done a webinar or two together. I'd love to hear, you know, after building all this, what do you think is the piece that surprises people the most when they learn about what you're doing? You know, it goes back to what you said. It's not, well, Mr. Rosen says it's not rocket science. It is hard work. What surprises people is it's common sense, like you said.

[00:27:40] If you just care for that person, like the human that they are, and be compassionate with what they are going through to guide them through the process, it's not difficult. But unfortunately, we have a perverse system in the United States that it's churn and burn, heads in beds, revenue per patient, and you get paid more, like you said, when we are sicker. So there's really not that incentive to get people healthy. Well, guess what?

[00:28:08] But we, Rosen, we're writing that check. We're going to make sure that our diabetics are as healthy as we can get them to, to get them the education that they need, to get them where they need to be, and not at 500 blood sugar and 15A1C. Those hypertensives that are coming through our door for the first time with a blood pressure of 280 over 130, holy moly.

[00:28:31] But we will surround them with the love, surround them with the case managers and the leadership and the clinical teams at the Rosen Medical Center and the health plan that supports and removes the barriers to the access of care, which 42% of Americans are delaying care because they can't afford it. That's on us. That's on us. Got to find other ways to make sure that our associates, our people in the United States are finding the health care that they need. Not the typical excuses.

[00:29:01] Oh, they have health care. They can go to the emergency room. That's not the right care at the right time and especially at the right price. It's the advanced primary care. It's the direct primary care. It's the things that the people at Health Rosetta and Health Rosetta, I love it. I love that we go. We're honored that we've been appreciated for what we've been doing and what you guys are doing, what the Health Rosetta advisors are doing.

[00:29:27] That's what we got to continue to do to drive down this system that we call health care or let's really call it sick care. Those things need to be continued. Mr. Rosen's legacy of health care needs to be driven into everybody and people are starting to do it. Employers are saying, hey, guess what? We can't do this anymore. What do we need to do? Let's bring in primary care. Let's work with a direct primary care. And now our associates have access because we have a shortage of nurses.

[00:29:56] We have a shortage of primary care. And it's only getting worse. 20% of health care workers during COVID. We've got to continue to, you know, push the envelope, make sure that they have access. The 75% to 85% of your spend is going to be on chronic care conditions. Well, get them the meds that they need. Get them the care that they need. Give them the follow-up that they need. Give them the transportation that they need to get the care.

[00:30:25] That's the Mr. Rosen way. Well, the fact is we should be thinking about hospitals as the fire department of our health. We should not treat hospital CEOs like their hotel general managers, you know, being there to fill beds. Obviously, that's great for Rosen Hotels, right? You want heads in beds for that business, but we don't want it. In any rational system, that's not how you handle that.

[00:30:49] And, you know, one thing that, you know, when people talk about shortages of nurses and primary care, you know, sometimes push back and say, you know, we actually don't have a shortage of nurses. We just have a shortage of nurses willing to work in a toxic environment. And they're there. These are incredible people that were called to a profession. While many of us were, you know, having a great time in college, they're the ones, you know, in the library Saturday night.

[00:31:19] Right. And but the good news you alluded to more and more are finding out that there are these models outside of the traditional system. And it's not an outlier where the the total economy of these new models is almost 100 billion dollars. This is far bigger than the U.S. video game industry. Of course, we've got a long ways to go before it's the five trillion.

[00:31:42] You know, I like to give folks hope, right, that they might be a physician or a nurse who's been really had moral injury inflicted on them in the old system. What would you tell them about what it's like to work in an advanced primary care setting or one of these high performing settings versus what it's like in the old system? That's a great question. That's a great question.

[00:32:09] You know, even our medical director, when he came in to interview, as we were talking about, we're going to give you the time with the patient. We're going to give you the support on the pharmacy or the imaging. We're going to give you the resources to care for your patient. He didn't believe it because he was coming from the traditional system. What is the average now? What, seven or eight minutes per provider? What is it?

[00:32:36] A physician will stop a patient from describing their symptoms within 18 seconds. That's the system. No, if you give the patient the time, 85% of the diagnosis will come out of their mouth. And that's what DPC, that's what advanced primary care, that's what concierge is, is give the patient and the provider the time to get down to the root causes. Are we talking that their diabetes is out of control because, number one, they can't afford it?

[00:33:05] They can't get their insulin or whatever it might be. Or is it mental health? They've gained all of this weight because of mental health issues. But we've created a system in the United States, heads in beds, revenue pay patient. How many patients can I see every second? And then we're burning out our physicians. I think we're at, what, 60% or 56% burnout rate for ER and primary care.

[00:33:26] Well, now with these DPCs, advanced primary care, physicians, nurse practitioners, PAs get to do what they were trained to do, what their heart and their passion is. To sit and truly listen to Dave as he's talking about whatever it might be. And to be able to establish that relationship and that trust. Because if we're rushing in and out, you don't care about me.

[00:33:51] I just told you, hey, I'm having marriage issues or I'm having back issues or I'm a female and I'm having upper back issues. Oh, here's some ibuprofen and take it and whatever. And then now they're in the hospital because they're having a heart attack. Because they did not have the time to truly listen. There's a new model. It's out there and it's making a wave. Yeah.

[00:34:12] And you've seen that expand in your own neck of the woods with, I had the head of HR from Second Harvest Food Bank in, you know, about the school district in Osceola County that you've been working with. But even beyond that, as you have attended some Rosetta Fests, in many ways, I think that these are like your children. You know, Rosen's children. Mr. Rosen's children. Yep. Yeah, right. Very much so.

[00:34:42] How does it feel to see that finally replicate after all this time? I love every minute of it. I love that Mr. Rosen got to see a lot of that. And I also love that Mr. Frank Santos, our CEO, was there with you last year and he got to see it and truly feel it.

[00:35:01] We could say it, but for him to feel it, that it was the Rosen, the Rosen name across everybody's tongues, that what he started, what he created is being perpetuated through Health Rosetta with your advisors. I love every minute out of it. Hey, big plug for Health Rosetta. If you haven't gone, you have to go and go experience it for yourself because these are all change makers who are saying we're not going to continue the status quo. Yeah.

[00:35:30] And we've learned that the more people are at the top of their game clinically or they might be a solution, they might be an advisor or employer, the more they are willing to share. And that's one of the comments people make when they go there. As we, you know, wind down here, what's one thing I didn't ask you about or a thing you want to mention that you want other folks to know? We in America deserve better.

[00:35:56] Everybody deserves the Rosen way and more and more are seeking that and more and more are implementing it. And get with a Health Rosetta advisor if you don't have one. And learn about the differences, learn about what is truly out there that can make differences in your associates and your dependents' lives. They deserve it and we can make a change. Yeah, no, that's great. And, you know, as you mentioned, it's hard work. And, you know, some people will say, yeah, this is a lot of work.

[00:36:25] And it's like, you know what else is a lot of hard work? Being a great parent, you know, being a great athlete, being a great musician. The things that are most rewarding in life are hard work, but it's completely worth it. You know, most of our conversation today was focused really on the clinical facet of this. But for folks who may be new to the Rosen story, this is an organization that's been doing this for 30 years.

[00:36:51] They've cumulatively saved $570 million the last time I got an update compared to other like companies in their neck of the woods. And as amazing as that is and the incredible benefits they provide to their employees from a health care standpoint, what's even more incredible, and it's really informed what our organization's purposes,

[00:37:15] we call it the health rosetta dividend, how do you take the former waste and turn it into well-being? They're able to fund college education for their associates, for their associates' kids. They've adopted multiple neighborhoods and funded daycare and pre-care and parent education and after-school programs and college educations. And it's just incredible. The crime has gone down dramatically.

[00:37:44] It was about 80% reduction. You have some years where high school graduation at one time was unacceptably low. Some years it's literally 100%. And that's the beauty of this is if you stop that 30% to 50% of what we spend on health care, we've known for a couple decades, that's waste. And so that's what Kenneth Aldridge and his team at Rosen Medical Center has been doing. They were really the OG on the health rosetta model.

[00:38:13] And if what you heard today sounds like the kind of health care, you know, your employees or your community deserves, I want you to know this is not a one-of-a-kind story. Compared to a decade ago when there was just a few folks, I mean, I joked I was an archaeologist. I had to dig so hard for health care as a rosetta stone. Now we have thousands of successes around the country. We have hundreds of accredited advisors.

[00:38:39] They're serving millions of American lives and employer plans. And the playbook is very proven. The infrastructure exists. The tools are now open sourced through Nautilus Health Institute. And my new book is going to be released at Rosetta Fest at the end of July. You know, I'll give a little I just got the reviewer's guide. So it's coming out. It really will go into that playbook. And if you want to go deeper on the model that Kenneth described,

[00:39:08] how communities in America are turning the health care waste into wages, scholarships, community well-being, that book is really a roadmap. You can go to healthrosetta.org slash friends to download a free copy of any of my books. People who do that will get an early look at it. And you can go to rosettafest.org to join us in Nashville. I'm Dave Chase. Thank you very much for listening to Relocalizing Health.

[00:39:37] If this episode moved you, please share it with a friend, an employer, a union leader, a mayor, a school board member. Or especially clinicians who may be stuck in the old system. Let them know there is a better way. We want them to be a part of our community. And until the next episode, I wish you all the health in the world. Thank you.