Call Extraction: CDL Feedback + New Strategies

DDX ID: 0852 Date: 2025-10-27 Duration: ~30 minutes Participants: Phil Cranmer, Lynette Sanseverino — CDL. Kathryn White — MedScout. Call type: Product feedback and feature enhancement. Migrating from Acuity to MedScout — capturing Lynette’s workflow requirements before her PTO. Triage: Moderate. Fewer new fingerprint insights, but Lynette’s “90% of our workflow” statement and the heat map requirements reveal how the hospital team actually operates day-to-day.

Distinct Insights

1. Acuity’s heat map is 90% of Lynette’s workflow — claims volume clustering is the core need

What: Lynette: “This is what we use like 90 percent of the time is this type of a view. And then once we know the account, then we can dig into the payer mix and things like that.” MedScout currently clusters by number of sites. Lynette needs clustering by claims volume.

So what: Lynette’s hospital targeting workflow is fundamentally visual and volume-first. She looks at a map, sees clusters of high SPECT volume, identifies the biggest opportunities geographically, then drills into individual accounts. The distinction between site-count clustering (MedScout’s current approach) and claims-volume clustering (what Lynette needs) isn’t cosmetic — it changes which clusters look important. A metro area with 20 small-volume facilities might show a large cluster by site count but be a poor territory. A metro area with 3 facilities each doing 5,000+ SPECT would show a small cluster by site count but represent a massive opportunity. If the map doesn’t prioritize by volume, Lynette’s triage process breaks — she can’t visually identify where the biggest opportunities are concentrated. This is why she said 90% — nearly all of her targeting starts with this geographic volume view.

Speaker credibility: Lynette, hospital team lead. Very high — she’s describing her actual daily workflow. Scope: Hospital team specifically. Private practice BDMs (Doug, Sean) may use a different workflow. Motion: Hospital team.

2. Multi-procedure view — four indicators in one shot

What: Phil: “Oklahoma Heart Hospital and 9,600 SPECT, 1,000 PET, 1,800 PET-CT, and any other procedures that the team wants to see. So at one view, right? As we’re targeting Oklahoma, I can see everything that they’re doing.” Currently, CDL toggles between separate tabs for each procedure type.

So what: CDL’s targeting doesn’t evaluate procedures in isolation — they need to see four indicators simultaneously because each tells them something different about a facility’s readiness for CDL’s offering. High SPECT = proven cardiac imaging demand. Zero cardiac PET = conversion opportunity. Oncology PET volume = existing PET camera on-site (CardioNavix play, per Todd in 0686). CCTA volume = progressive facility with active cardiology referrals (per Lynette). Seeing all four together lets Lynette instantly categorize a facility: “high SPECT, no cardiac PET, has oncology PET” = fast CardioNavix conversion. “High SPECT, no cardiac PET, no oncology PET” = full buildout required. Toggling between tabs breaks this rapid categorization because you lose context switching between views.

Speaker credibility: Phil and Lynette together. High — this is their established workflow from Acuity. Scope: Both motions use these four indicators, though the private practice team may weight them differently. Motion: Hospital team primarily (Lynette’s workflow), but Phil framed it broadly.

3. Oklahoma Heart Hospital — a live targeting example

What: Lynette identified Oklahoma Heart Hospital: 9,600 SPECT procedures, only 5 cardiac PET procedures.

So what: This is a concrete instance of CDL’s ideal targeting profile. 9,600 SPECT/year means massive cardiac imaging demand — roughly 800/month. (Note: Dale’s 800/year minimum applies to private practices; hospital thresholds are evaluated differently through system-wide portfolio analysis, but 9,600/year is high by any measure.) Only 5 cardiac PET procedures means the facility has essentially zero cardiac PET adoption. The gap between 9,600 and 5 represents a conversion opportunity: those patients getting SPECT could be getting PET instead, with better diagnostic outcomes (ASNC’s preferred test) and better reimbursement. Lynette used this as an example during the demo, meaning she already had this facility flagged — it’s a known target, not a new discovery. The fact that she can identify it instantly (“I know, okay, George, we got to go after him” when drilling to provider level) shows how the visual volume-first workflow translates to actionable targeting.

Speaker credibility: Lynette, working from actual data. The numbers are from the platform. Scope: This specific facility, but the pattern (massive SPECT, near-zero PET) defines CDL’s ideal target. Motion: Hospital team.

4. “Too many clicks” — workflow friction between Acuity and MedScout

What: Lynette: “I feel like there’s a lot of clicks to get what I need.” She needs to navigate to provider profiles, apply code sets, and scroll through location data to see what Acuity showed in one view.

So what: This isn’t a feature request — it’s an adoption risk signal. If the tool that represents 90% of Lynette’s workflow requires significantly more effort to produce the same insight, she’ll revert to Acuity (or spreadsheets, or manual processes) rather than slow down her targeting pace. CDL is expanding the hospital team (Lynette mentioned team expansion in this call), which means new reps will learn whatever tool is fastest. If MedScout is slower than Acuity for the core workflow, the hospital team may not fully adopt it even after Acuity’s contract ends. Lynette acknowledged the learning curve factor (“we’re creatures of habit”) but maintained that the fundamental workflow — visual map → volume assessment → provider drill-down — needs fewer steps.

Speaker credibility: Lynette, daily user. Very high for workflow assessment. Scope: Hospital team. Private practice BDMs (Doug, Sean) may have different friction points. Motion: Hospital team.

Transcription Notes

Andrew from MedScout’s product design team was on PTO — session was recorded for his review.
Novant New Hanover — a facility that appeared in Discovery but not Strategies, flagged as a “dead end” by Phil.
No new term bank additions from this call.