A Champion for the Member: A Women in Leadership Interview with Diane Kelley [Podcast]

Posted on Dec 22nd 2014 by Kate Warnock

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Diane Kelley exudes quiet conviction and speaks with a measured, reflective voice.  Don’t assume, though, that our Vice President of Enrollment, Billing and Claims Administration is a woman without her passions. In our most recent installment of our Florida Blue Radio Women in Leadership series, Diane shares two:
  1. Doing what is right for the member, and
  2. Caring for her “down-and-out” animals in need of rescue.
A veteran employee of Florida Blue, Diane started her 30-year career as a claims examiner at the age of 20 and rose to the level of Vice President. She’s witnessed the industry evolve from the days when paper claims arrived in shoeboxes, to our current state where digital efficiencies have revolutionized the field. [powerpress] Diane admits to growing and changing as much as the healthcare industry has in the course of her career. In our podcast, she shares wisdom on these four topics:
  1. How keeping your finger on the pulse of the member – even if your job isn’t member-facing - is a critical success factor.
  2. Why lateral moves can give you a strategic advantage in the workplace.
  3. Three ways you can demonstrate leadership without a title.
  4. What motivates her to be a better leader, and why she no longer suffers “internal drama” when making tough decisions.
There is little doubt that our company benefits from leaders like Diane Kelley. She leads with a humility that keeps her connected to all she encounters – be it our members, her employees, or four-legged creatures in need. We invite you to listen to all our Women in Leadership interviews for additional insights and tips to grow in your own career.   The complete transcript of the podcast follows here: Welcome to Florida Blue Radio, where we explore health care topics important to you. Whether you run a business, are a health practitioner, or are an individual interested in how health care is evolving, experts from across Florida Blue will keep you in the know. In today's session, we featured Diane Kelly in our Women in Leadership series. As vice president of Florida Blue's enrollment, billing, and claims administration, Diane shares a tip that makes decision making easy and divulges the secret to her success. Our host is Kate Warnock, social business strategist at Florida Blue. Now, here's Kate. I'm here today with Diane Kelley. Diane, welcome. Hi, thank you. Diane is our VP of enrollment, billing and claims administration at Florida Blue, and you have a wonderful journey within the company that I'm so glad you're here to share with us today. So I was hoping maybe you could start with, tell us a bit of your career journey here at Florida Blue. Very, very happy to. Number one, I've been with the company for a long time. So, over 30 years. And began in our Medicare division, that's First Coast Service Options, and actually began as a claims examiner. And I always remember those days, I think of those days often, even though it's been so long ago. Because it really just keeps me grounded, keeps me connected, and just reminds me of the life that so many of our employees live. And had numerous opportunities there. Lot of lateral moves, fortunate to get a few promotions as well. Been involved in analytical work, provider education and outreach work. And then ultimately, after about 20 years with First Coast Service Options, I migrated over to the private side of business in our national major accounts area. So I had a great opportunity to learn about commercial business, many elements of a business that I didn't really have exposure to historically. So I think it really helped around to me out a little bit more, and been really in the service organization at Florida Blue since that time. I took various roles, certainly, at Florida Blue. Customer service, enrollment, billing, claims, et cetera. So it's been a wonderful journey, a lot of opportunity. A lot of different moves, lateral moves predominately, and that's where I really probably learned and grew the most. But feel very, very fortunate about every opportunity that I've had, and certainly where I am today. So with that well-rounded growth that you've had, Diane, you were growing and evolving in your career as the health care industry itself was evolving, too. How is it that you've seen the health care industry change in your tenure here at Florida Blue? Wow. Well, I can tell you when I began, what's so interesting is just about the whole world was manual. I mean claims came in in shoe boxes from members many times. No joke, we called them shoebox claims. It was amazing. When things are all in paper, you learn so much. In the age of technology, you don't get as exposed to a lot of the details of the insurance business, of billing, and coding, and in medical records, and necessity, and that type of thing. So learned a great deal in the world of paper many, many years ago. So right now, so much is electronic. Which is great, it's efficient, much better data exchange between organizations, between employees. That's all wonderful. So I would say the electronic era is one of the most significant changes. The other thing, too, that I think is very significant is the continued tugging, and the more aggressive tugging on the dollar-- which is really, definitely understandable-- between the member, the provider, payers. It's tough. I mean, everybody has their piece of the pie that they have to gain. Members certainly trying to protect their wallet share; providers, they're running a business, we're running a business. And I think the pressure on the dollar has certainly created very different dynamics, even between members, the providers, and the health pairs. So I think that's been a very significant evolution. And in addition, the complexity of health care has just gotten so incredibly vast. Which would naturally go in that direction as technology improves not only in how we do business, but also in terms of clinical services and capabilities that providers have. The advancement of technology, it's almost like the advancement of technology has driven so much additional cost into the picture, and everyone wants the best of the best, which is natural. When you're ill, you want the best of the best. Well, that costs money. So I think the pressure of the advancement of technology has created also new dynamics in the health care industry. We've heard a lot from our leaders here, Diane, around that whole topic. And I think the challenge is, how do we bring that new technology and those new care methodologies to a point where the cost actually starts to come down, because those new methodologies deliver more effective care? That it's going to help address the health concern the first try, instead of it being fourth try. That's sort of thing. So, I'm sure on your side of the business, you've seen the back end of that. Absolutely. And I think a lot of it is-- just from my viewpoint, certainly clinical folks are probably much more expert than I. But I would say, so much of it has to do with how we design our programs, and making sure that we don't just jump to the most advanced technology in order to diagnose a problem. And that's one of the reasons why, as a pair, like many, looking at what are the most cost-effective means to still get the clinical benefits that the member needs and the most cost effective way. Not to curtail the medical services somebody needs, but if I only need a CAT scan, why would I have an MRI? I might ultimately need an MRI, but should we not try the CAT scan approach first, and see if my patient can be helped through that technology? So that when the most advanced technology is used, it's used when it's absolutely necessary. And I think that's one of the mechanisms by which cost can be better controlled. I totally agree with you there. You were speaking to, again, the changes that you've seen, and that you've had to become very familiar with. Technology that didn't exist in the paper days, and now you're expected to be very conversant. You're in a leadership role here, Diane, that maybe you are in a position to suggest we have to change our existing processes or our technologies. How is it, then, that you introduce to your organization something that you think is beneficial, or potentially beneficial, when there's certainly an investment cost perhaps associated with it? I think that's a great question. And one example might be, take claim administration as an example. We do process millions of claims every week, which certainly, many, many pairs do. And we have been very successful in making sure that we continue to automate, to streamline the claims process. Meaning, work that we may otherwise have held for manual intervention, so much of that is automated these days. And our automation ability has advanced enough such that we can automate much more complex scenarios than we could have ever in the past. And introducing that to a senior leaders for investment has worked out very well. But the key to success there is really being able to do cost-benefit assessments very effectively. Be able to demonstrate, hey, here's what we can accomplish if we invest in x. And also to demonstrate a track record of delivering on what that commitment is. So I think the key to really trying to sell an idea to capability technology is really to do your homework upfront to demonstrate the value, and then most importantly, have a track record of delivering. Excellent. So with that, I know that everything that you do is with an eye towards the customer. Our members. How is it that you are trying to create a better customer experience on your team? All right, well, I'll give you one good example. When you think about claim administration, someone could easily just say, hey, claims processing, those are transactions. you get a claim in, you process it, you send an output. It's not always so simple. And the claim experience itself touches so many of our members. I mean, members pay premiums so that they can have claims paid. So our leaders do not see them as just pieces of work to be operationalized. In fact, every one of my directors, managers, they do know, what are the drivers in the claims process that affect member satisfaction? We know that. I could cite that. We know what the primary drivers are of dissatisfaction in the claim process that would make our customer say, no, I'm not all that satisfied that I'm getting the value for the dollar, or I'm not satisfied necessarily with Florida Blue because of a claim experience. And we know what those issues are. Every month we do report at a lot of detail in terms of our progress on several initiatives to drive up member satisfaction with the claim process. It is an institutionalized process, we do it on a regular basis. We have several projects that come on the plate, they get resolved, more go on the plate. So that we make sure that we're addressing the pain points in the claim process that negatively affect our members. We also track our success. We do correlate those improvement efforts with the reaction of customers in subsequent surveys. We've been doing that for several years. In fact, we just had our last session about two weeks ago. So it is a very, very disciplined process. And I think the key is for anyone, no matter what work you're doing in any organization, you do have an impact on the customer. And you can never take it for granted that you just have an operational function, or I only do this piece of work and that's it. We all have an impact. And it's a matter of finding what it is about what you do that impacts the customer, and always keep your finger on that pulse. And that's one of things I've talked to my leaders about all the time, never, never take your finger off the pulse. Because you can get so mired in the work, and so much stuff that you have to do, costs that you have to reduce, performance you have to improve. But if you don't, at the same time, in parallel, make sure that you know what the customers feel about what you're doing, and you're always improving it. If you don't do that in tandem, you can start getting behind from the customer's view, and have an almost impossible track ahead of you to get back on track. And I'm sure, too, I know I've heard you speak before, Diane, that really when you keep your member front and center, it makes some of that other decision making a lot more simple, doesn't it? Absolutely. It's interesting, you hear people say, pick your battles, right? And I've had to learn over time how to do that. Because you can't pick every battle, and you're not always going to pick the right battles. We're all going to make mistakes. That's just the way the world is, and that's OK. So for me, picking my battles is very easy because what I've learned-- and it's worked for me very well-- is that the battles that I pick are those that I know are most painful for the customer. So I might be involved in several projects at one time that are going on in the organization. I might have a viewpoint, or make a suggestion on a change of direction for a project. The degree to which I will push something is the degree to which I absolutely believe will impact the customer. And there have been several examples as of late where there were situations that I said, yes, I'm going to pick that battle, because I know what the implication's going to be. And that's what drives me. And it makes decision making very easy. Whether it's the battles that I pick, the way I determine a course of action, I just simply ask myself, what would the customer say to that? Would a customer say, Diane, that's a good investment there? Would a customer say, Diane, please pick that battle on our behalf, because it's really going to hurt us if x happens? Then that's what drives me. And I've never regretted decisions I've made that way. I used to agonize sometimes with decision making on how do I determine really what is the best course, what battles do I pick? But I don't have that drama internally anymore. And I would think, too, that's a very transparent way of making a decision. Sometimes in an enterprise, it could be said that sometimes politics or personality might drive how something turns out. But I think that your approach is unquestionable, isn't it? Especially when you say that you have surveys, you have reams of data about what is the member thinking, what are they feeling? That definitely is a very good touchstone, I would think, for anyone within our organization. Absolutely. And then no one can ever question your rationale, or your motive, or anything like that, because it's very clear if it is based on we have a customer, the potential impact to the customer, and how far you may be willing to go. Because there's always risk in any decisions that you make, right? So if there's a decision that's being made, and it's something that I really believe in my heart of hearts is going to be clearly not the right thing for the customers. Not purposely the wrong thing, but just create some unintended consequences that are pretty significant, I will push it. But no one has ever questioned my motive. And so I'm always being true to a certain compass, and it's never hurt me. I've always managed to work through those things. Well then, let's pivot just a little bit, then, Diane. You've had such a great, interesting evolution in career with a lot of growth, as you said. Now you are in a leadership position, what is it that motivates you as a leader, and how does that inspire your own leadership over your division? I would say the thing that motivates me the most is really to see the continued growth in the leaders that I have, and what that does in terms of trickling down through the organization. And I've learned over time-- because I've been with the company for quite some time, and been a leader in numerous roles. And learned, too, that number one, I don't have all the right answers. I absolutely do believe that I don't have all the right answers. I would say people could have legitimately challenged me on that notion probably 10 years ago, and said, well, Diane, you think you know all the answers. But I do know that I don't. And because of that realization, it has resulted in positive consequences that it has resulted in my empowering leaders a whole lot more than I probably ever would have if I had a different belief system there. So I do believe I don't have all the answers. I do have a lot of faith in the leaders that I have. I do value, even, them making mistakes, making calculated risks. And that's OK. That's part of our growth. So by my backing off what I feel is always the right thing, or do it my way, et cetera, by allowing leaders to do more about themselves, I really see how they learn and grow. And they feel so good about themselves, and they're spreading their wings. And that, in turn, trickles down to their managers, that in turn trickles down to the front line leaders, and then ultimately the front line employees. And so I think that's probably one of the keys there, at least for me and my journey. Outstanding. So with that, have you had anyone play a particular role for you in your career development that might mentor, or someone that you would consider was really important in how you turned into the kind of leader you are today? Absolutely. And I would have to say there are two. One is Curtis Lord Curtis Lord was the president of First Coast Service Options. And very disciplined, very knowledgeable later. So I would say key traits from him that I learned are basically staying the course. And he always used to say good intentions are not enough. He chuckled about it, but very results oriented, very fact based. Got a lot from him. And on this side of the house, I've had several mentors. And I would say the most predominant one would be Darnell Smith. He was the group vice president in the service organization, and I worked for him for about 14 years. So I had a wonderful journey with him, learned a great deal from him, and just always been so grateful. The key things that I learned from him, one is the notion of objectivity. I think for any leader, being objective is probably one of the most valuable traits that any strong leader can have. It is so easy for someone to-- whether you say go with the flow, go with the norm, et cetera, that is not at all the approach he took. Everybody had their day in court with this gentleman, and he was not judgmental in any way. He got the facts, and always kept the employees and the customer in the forefront. So those are some key things I learned from him, and definitely stay with me. And I think, too, knowing Darnell just a bit. I think the loyalty that engenders. That kind of approach, where he is so fair, he is so objective, yet he's willing to make the decisions that need to be made, but does so in such an affable way. I think that that's a unique person to have in your career track, isn't it? You better believe it. And what's really interesting about what he's been able to accomplish, it's to assertively get results. At the same time, being sensitive to the plight of the customer, and making sure we're true to the customer, and with the partnership of employees. I think that those three ingredients, being able to somehow balance them all to be successful, I think that's real service leadership. And it probably as much an art as it is a science. Maybe even more of an art, but he just had a way of doing it. And I think it's been miraculous. Well I think your leaders are fortunate that you did have him in that kind of mentor capacity for so many years. That's wonderful. Well, if Darnell and Curtis were two gentlemen that really inspired, you is there any woman in your life-- inside your work life, or outside, that's been an inspiration? There is. I love these questions, too, by the way. They really made me think, and bring out the real person that I am. This would be on the personal side. This is a lady who's-- I wouldn't say she's a friend, she's a good colleague. Her name is Peggy Haynes. She owns a rescue organization, it is a pet rescue organization. She is in her 70's. And what inspires me most about her is the fact that she actually has been willing, and has basically sacrificed just about everything she had for her greatest passion in the world. She has her own pet rescue organization What's the name of that? Pet Rescue North. And she's had it for many years. And I can remember some discussions I've had, because I do support that organization. I've had several dialogues with her about how she got to where she is today, and how was her journey? And what was interesting, and what I admire so much about her, is she made such personal sacrifice for the plight of some innocent creatures. And she sacrificed so much personally. Not just her time, but basically her life savings. Now, could I do that? I wish I could say I was strong enough to do what she's done. I would have to question that. As much as I hate to say, it would be so hard, hard, hard to do. But she did it, and she has no regrets. And so to sacrifice things that are comfortable and good and feel good to you for what you really believe is the most important thing in your world, I think is courageous and, for me, anyway, very inspirational. I think that's the definition of a saint, honestly. And I think that's something we all aspire to be, but I'm right there with you, the challenge of having to look at the sacrifice that that really entails. Couldn't imagine. Could not imagine. But how fortunate, that again, you have someone that's so inspiring to help you along your journey, too, Diane. Let me bring it back into the work mode for just a moment. Again, you've been in this position for some time. You've been in our industry for 30 years. What is it that you would say is an effective way for a woman to exhibit leadership traits, regardless of whether she has a title or not? That's wonderful. You know, it's interesting. I don't know offhand of any role in this organization where somebody could not outwardly demonstrate leadership skill. I've talked to even folks who were control clerks, customer service staff, claims examiners, and folks who really aspire to move on in the organization, who want to go to the leadership track. And so many times folks say, well, I never have an opportunity to demonstrate. I don't have the opportunity to take this particular role. I'm not getting promoted, et cetera. So I always wind up talking about, how can you demonstrate, in the role that you have, the attributes, the potential that you have to move on? So for example, you take an individual who processes claims, right? Handles claims day in and day out, and they might be feeling, gosh I know I have leadership potential, or I did some leadership work and some organization before I came here. How do we let the world know here that hey, I can lead? That individual, even as a claims examiner, you can volunteer, you can look at situations where we may not be handling certain things in the best possible way that we can. You can take initiative to share in a meeting with your peers, hey, I have an idea on how we can do x differently. You can also work with your leader to say, hey, in an upcoming meeting, two way communication meeting, et cetera, I'd like to share information and practice with my peers. So Diane, as a leader, can I take an opportunity to actually present in front of my peer group? Well, absolutely. Leaders respect people who definitely come forth, want to take the initiative to demonstrate new skills. So that individual can become an informal leader within his or her own peer group. I see that all the time. And I would really encourage folks, take advantage of the role that you have. Every rule provides an opportunity to demonstrate a whole host of skills. You take somebody who wants to be a leader, somebody wants to really work in CI, become an analyst, et cetera. There's so many opportunities in the role that you have today in order to demonstrate that. And the key, too, talk to your leader about some potential opportunities where you can do it naturally in the role that you have. Because it is there if you seek it, and you take advantage of it. I'm going to draw against your own experience, and you mentioned that you took several lateral moves. And I think for many people, that's not a natural thing that people want to do. Take a new job without necessarily an increase in position or compensation. But obviously, in your own experience, you said it rounded you out. And I think that the more skilled, more knowledge you can bring to attacking a problem, or making a suggestion from having that very informed background, that clearly is going to give you that differentiation amongst your peers that folks would appreciate. And I absolutely agree with that. And I'll tell you what it's afforded me, and then I'll tell you what my history was. Number one, by, to your point Kate, having that knowledge, it allows you to stand on your feet without a whole lot of backing. Because you can make decisions relatively quickly, you can see what needs to occur, or you can anticipate certain things that you would not otherwise be able to understand, because you have that breadth of knowledge. You can understand if this occurs, then downstream, ABC is going to happen. So in my career, yes, I've been afforded several opportunities. Obviously, if I start as a claims examiner and get to level that I have, very, very fortunate. But I would say, at least 80% of the roles I've had in my history have been lateral moves. And I actually very seriously, at one point when I was in the Medicare division, considered a demotion. And I would have taken it had that demotion-- I'm not advocating that folks take demotions, but it was to a role that I knew would have given me some experience that I probably could use. And I don't remember the details on why I didn't accept it. I think there was something that came up, whereby I realized it wouldn't necessarily buy me as much experience as I had initially thought, but I actually applied for it. And I'm not saying that I advocate that. I clearly advocate lateral moves to learn and grow. Particularly when you're learning a new skill, you're gaining broader knowledge. So to me, that's been my biggest element of success is movement in the organization. Because when I was in First Coast Service Options, on average every year and a half, I was in a different role. So that allowed me to gain so much experience. And even that experience was portable to the commercial business as well. Did you realize when you first started out in your career that you would wind up as a vice president? I mean, was that a goal for you, that you wanted to be in an executive level when you were first starting out? No not at all. When I started out, I just wanted to be able to buy brand name hot dogs and macaroni and cheese. That's the truth. I remember the days when I could go the grocery store with a $20 bill and be able to buy brand name-- I remember one day particularly, walking in a grocery store, and how I felt about being able to brand name food. Not that I was starving, I had a good life. But no, I never did. And when I started, too, I was not the best claims examiner in the world. And I was 20 years old, and the way I looked at it is, at one point I came to work and said, gosh, if I really want to stay with the company and move on, I better be the best I could be in the role that I have. So I did. I changed my course, became the best that I could, and within the year I was promoted. I was very fortunate. But the point is, when you think about Florida Blue, think about other companies, but take Florida Blue as an example. You don't just have to aspire to have an interest in health care, or an interest in insurance, or interesting customers. There's so many interests that you may have that can be satisfied with some role in this company, and I think people underestimate that sometimes. If you have an interest to really dig and get to the bottom of problems and solving things, doesn't have to be in health care, doesn't matter whether you have that passion. But there are roles here to do that. There are roles here if you have a desire to help others, whether it's training, or whether it's customer service, or pick something. There's just so much opportunity here. And I think the key, for leaders, for folks of any role here, is that based on your interests-- I mean, if you want to certainly be a composer of an orchestra, you're not going to find a role here, I suppose. Or maybe, leading a team of folks, maybe there's something there. But really talk to folks. Talk to your leader about your interests. Not necessarily I want to solve problems in x, but if you like to solve problems, there are so many opportunities in this company to solve problems. If you like to sell, there's so many opportunities to sell. Not just in sales, but selling your ideas. There's just so much opportunity here. And that's why I also encourage leaders to really probe and understand what really motivates folks in terms of what they like to do, and help steer them into the types of roles in the company that can allow them to flourish versus assuming that they need to go elsewhere potentially and look. Because there really is a lot of opportunity. What you speak to, I think, also means that we really do retain our best talent. Because if there's so many different paths for someone with curiosity, or someone with ambition, or someone with just-- like yourself, it might be a simple goal as, I want to be able to buy brand name food. There's ways to apply that ambition. And ultimately, we as a company benefit. Because that, in turn, turns into a better-rounded employee. And a happier one, too. Well, so I don't know if you can reduce it down to a single thing, but do you have a secret to the success you've achieved? Gosh. I would say just really tenacity, just not giving up. That would be it. And just being true to yourself. I mean, at the end of the day, you have to be true to yourself. You have to feel that you put in a good day's work for the customer's hard-earned money. So that's one, I always feel like I want to make sure I'm doing right by the customer, and their hard-earn money, no matter what role I have. So that would be one. But I think tenacity, and just keep on going, and not giving up is probably one of the biggest keys for me. It sounds, too, like you've cultivated some really strong leaders on your own team. And I think that helps you to be more successful, too. When you have folks who are not just great with their jobs, they're great with their people. And I think that's a good reflection on you. I appreciate that, and I absolutely agree with you. So one more thing. You mentioned before about the wonderful lady who started the Pet Rescue North organization. Is that your passion project? Yeah. Absolutely it is. Give us a little more detail around what that is. I just have a passion around the down-and-outs. Just the plight, or the life of the down-and-outs. The little creatures of the world that really can't speak for themselves. Always been an area of sensitivity for me, an area, probably my number one focus outside of work is having that sensitivity and certainly help support those who directly help animals who are in tough situations through no fault of their own. So that would be probably my number one passion. And you have how many adoptees of your own? Gosh, I've had so many over the years. Right now I have four dogs, and three of the four were down-and-outs. And they just are little jewels. And everybody has their own little personality, two or four leg, it doesn't matter. We all have a little personality. But their plight is just a wonder to me. Thank you for sharing that with us. I have one more question for you. You've had such a wonderful experience, and I really appreciate you sharing the details with us. But looking back at the woman you were when you were first starting out in your career, what are three things you might say to that Diane Kelley that you know now? You know, it's interesting. I'll just start by saying, for all of us, we have our own journey, right? Our own lessons that we learn along our way. And I wish some of these I had learned earlier, because I think life would've been a little easier for me. But nonetheless, one is that I would say, you're not going to be perfect, and don't expect yourself to be. I went through many years where I just thought, gosh, I don't want to make a mistake. I have to do everything perfectly. I don't have to do everything perfectly. There is something that the old adage that what is good enough is good enough. You don't necessarily have to be perfect at everything. So I would say, don't be so stressed about perfection, just be reasonable with yourself and do the best that you can, but don't try to be perfect. That's number one. I would also say, don't sweat the small stuff. You're going to make mistakes, we all do, and it's going to happen. And somehow, whether it's psyching yourself, you've got to really believe that mistakes happen, that you're still valuable when you make mistakes. No one's judging and saying, hey, I don't want this person on my team because she makes mistakes. Everybody makes mistakes. So I would say, don't sweat the small stuff, and don't sweat making mistakes. And then lastly, I would say to balance. There are still folks who just seem to work seven days a week. I used to work seven days a week. I don't work seven days a week. And I don't feel that I have to work seven days a week to be successful here. And so that gets to the point of being balanced. We all have a life outside of work, and I absolutely do believe that it keeps us balanced, and it does make us even better employees if we hold true to the world that we have outside of Florida Blue. And I afford that same opportunity to myself. I didn't used to. It was not unusual for me to work seven days a week. But for a fair amount of years now, I don't do that anymore. I think you don't just benefit from that, obviously your husband and your four-legged children, but your team does too. And I think that for folks who have leadership who respect balance in their own lives, clearly that is going to benefit everybody in your division, as well. So Diane, I'm so grateful that you spent your time with us today, and your wonderful responses, I think, will give us a lot to think about. So, look forward to catching up with you again sometime in the future. Thank you so much for the opportunity. I really appreciate it. My pleasure. You've been listening to Florida Blue Radio, recorded at our Jacksonville headquarters. For notes from today's program, visit our blog at floridablue.com. Be sure to leave us a comment there with your ideas or suggestions for future programs. Until next time, here's to you in your pursuit of health.

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Kate Warnock

Kate Warnock is a member of the Florida Blue social media team and has loved being at the forefront of the social wave @FLBlue. A marketer with ten years’ experience, Kate is also a wife and mom to two children. When not at work, you’ll find Kate listening to NPR, reading The New Yorker and Cooking Light, and arriving two minutes late to yoga class.

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