EW 064 – How To Innovate Virtual Healthcare and Provide A Complete Wellness Solution – Winning with Matthew Jubelius, Founder of Virtuclinic

Gordon Sheppard (00:01.012)
Matthew, welcome to the show.

Matthew Jubelius - VirtuClinic (00:04.398)
Thank you, it's a privilege to be here, Gordon.

Gordon Sheppard (00:07.086)
Well, it's a privilege for us to have you here because we're gonna be talking with someone who has built a real business that is in a scaling mode in the medical area, serving a real need with real customers and coming up with just solutions that are absolutely impactful for the work that you're doing. And I'm just so excited to have spent the time, you know, getting to meet you over an hour and a half coffee that could have been 20 hours in terms of all the insights that were flying back and forth.

But great to have you here today. There's a lot of people that haven't met you yet though. So if you had to introduce yourself, what would you say?

Matthew Jubelius - VirtuClinic (00:42.49)
I'd say hi there, I'm Matthew Jubailius. I'm the founder of Virtu Clinic. I'm a registered nurse with a host of background in everything from advanced critical care to occupational health to healthcare leadership and a senior level. And I started Virtu Clinic in 2022 and we are growing and expanding and it's just a really cool journey. So I'm really glad that you tuned in today and it's great to learn.

Gordon Sheppard (01:10.424)
Yeah, absolutely. And good to have you here. And I'm just going to jump in. You've dedicated your life to health care. You've done a lot of training in there. I actually need to get back to that origin story. What is it? you in the guidance counselor's office? You're like, boy, I want to take care of people. Like, how did that get started?

Matthew Jubelius - VirtuClinic (01:25.464)
You know what, it was an interesting thing. I ended up taking a few years off of high school and just checking out the world. And I remember I was working actually on the pipelines in construction in Edmonton. And I just decided, I said, you know what, if I ever leave this job, I'm gonna go back to school. And what do I really wanna do? I wanna really make an impact with people. So I actually started out in pharmacy school.

loved chemistry. I loved all of that, what was going on. And I just felt like I wanted to do more. So I decided that I would apply to nursing school. I would apply to medical school. I wasn't too sure which route that I wanted to go. I ultimately chose nursing just after speaking with a lot of my medical colleagues and friends, just because again, what they wanted out of life, what I wanted out of life were a little bit different.

And so, you know, nursing has just been a wild ride. And like I said at the beginning, the opportunity to go so many different roads, I never would have predicted where I would be now and even the journey.

Gordon Sheppard (02:37.12)
Isn't that interesting? And it's such an Alberta story. I've heard that before. I was working on the pipeline. probably could have, you know, whatever, had your pickup truck and done your thing and nothing wrong with that. But I've heard this very thing of, wait a second. There's other things I'd like to try. Landon Barrowman was on, eight year, 10 year pipe, journey fit, journeyman, pipe fitter up there, hit a rough patch in his life and came out and now he's a cognitive behavior therapy coach.

And just, all based on going back to help guys in the patch get better. There's something in you that's like, wait a second, I'm going to come out. So you got all these brains, you know, along with your life experience and you're like, wait a second, I'm going to get into this medical area, choosing the nursing profession specifically and going and getting specialized in there. I'd still need to go a little bit along the journey. Cause I remember from chatting with you, you've been in some of the highest, toughest nursing moments. Is that fair in your career?

Matthew Jubelius - VirtuClinic (03:31.178)
Yeah, again, what a journey and thankful to my mentors and teachers that helped me along that start. So I was one of the first people that graduated from Lethbridge College to go straight into a cardiovascular intensive care unit at the University of Alberta Hospital around the Mazankowski era just when it started getting built. And so it was a very high stakes environment. You definitely had to know exactly what you were doing. It was highly technical. It was very team based.

And so I learned it was an exponential learning curve. And so I served there several years and then was able to move into a different career field within nursing, other general systems, intensive care units, talking about teaching nursing as well. And again, you know, throughout watching my colleagues kind of again, what brings us here today is looking at my colleagues and you know, a lot of them suffered workplace injuries.

and my head started to ask the questions, who's taking care of them?

Gordon Sheppard (04:34.7)
Interesting, so you can hear your critical thinking, sort of, you you're working in one area, then you get into healthcare, then you get into all the different levels. You sound like you're on sort of your journey, like you're talking about your traveling and those things, your journey where you're exploring the nursing area, all the different parts of that, which is pretty good foundational type work to become an entrepreneur. And then you're making an observation, so you're coming up and you're building your entrepreneurial premise that leads you to this virtue clinic moment. So what was it that was developing that you were seeing?

that then led you to say, no, I got to start something.

Matthew Jubelius - VirtuClinic (05:06.648)
Yeah, you know, looking at COVID, kind of fast forward into where COVID was and where I live now. Currently, there were no physician clinics taking patients at all. So I thought about it from a patient journey perspective, because again, I think it's just innate. It's in me to want people to succeed, to want to help people, right? And it's a lot deeper than that. you know, looking and saying, okay, you know, people talk about access to healthcare.

which has been a huge issue since I've started over 20 years ago. And it's always been the tough nut to crack, so to speak. And again, COVID happened. We saw a lot of resources pull away. We saw even more resources shrink or be discontinued. And, you know, I have so many stories about patients that are like, you know, I have XY medical condition. I can't get treatment. can't get, you know, so you start asking questions. And I think that's where it started.

And so again, where I lived in like not an urban center like Edmonton, nobody was taking patients. So how do these people go and get care? And you know, was a two year wait for a typical family physician. Go to even a walk-in, you know, you're looking at at least five hour wait time. And then when it comes to down the road, the continuity of care, like, you know, the system is so fragmented. There's, you know, people that

Again, if you can access, like how do you get the care that you need and also the follow through? And this is part of where we went.

Gordon Sheppard (06:37.454)
Well, and I'm just going to jump in there and say your perspective is coming from Southeastern Alberta in the Medicine Hat area where you've got sort of a, you know, not as, it's not Toronto or Los Angeles in terms of say a large density of population. So you're dealing with this perspective in where things are, and you've described it well for the people in your area that are, you know, not able to get what it was. And then you're forming up, you've got all this background, you're seeing these things, you're ready to make this transition. You described a great story to me about,

with someone on a farm who was a couple hours out from getting help. Can you describe that story and that might get us into the Virtu Clinic thing? Go ahead.

Matthew Jubelius - VirtuClinic (07:10.81)
Yeah.

Matthew Jubelius - VirtuClinic (07:15.322)
Yeah, these are the moments that it's really like, you know, we are on the right path and this is exactly the impact in the world that we make. So I write health education blogs through our LinkedIn and through other social media channels and one of them happened to be, when's the last time you got your blood checked? As part of preventative health rather, saying, you know, what are these little markers mean, you know, and

And you can tell a lot about a person by their blood. And this is one of the services that we have with our medical clinic. And so somebody decided to take us up on this and it was very early morning. All of a sudden, my phone started ringing off the hook. I'm getting a lot of phone calls from my nurse practitioners and clinical teams. And what this means is that there's a very critical value and this is, you know, turning into an emergency situation potentially. So.

I ended up calling this individual directly and so I was able to assess them actually over the phone and through conversation. They didn't live anywhere near a major center at all and I was able to determine and make the clinical judgment call again relying on my past critical care background that they were able to make it and drive safely to the nearest emergency department. But I also talked to them and I said, here's what's going to happen.

And I think that this is really interesting too because it can be very overwhelming You know for a non-medical person to really all of a sudden get this phone call and say hey You need to go to the emergency right now, you know, like that's that's very jarring in itself emotionally so Explaining it to to this individual what was going to happen and then I explained as well I said I'm gonna call in and check on you a little bit later today It's gonna be a long day, but I'm going to do that. So in this case

The person came back with their blood sugars in the 30s, which is very, very, very high. And for reference, we're kind of looking, you four to eight or four to six, you know, like it's, it's substantially higher. And I said, you know, they're going to do this, they're going to do that. They're going to, you know, most likely diagnose you with X, Y or Z. But again, let's have a conversation about it later. So I ended up following up and I called this individual and they said it happened exactly.

Matthew Jubelius - VirtuClinic (09:40.388)
how you said it would be. And again, that was very, very validating from a clinician perspective, but again, that they were able to go get the treatment. Now let's look back on this in terms of the traditional model. The emergency physicians had told this individual, they said, we usually see patients like you unconscious and arriving via ambulance. And this is the reality, okay?

And so what we were able to do in this one case, in making a difference in this one person's life, we avoided the obvious psychological trauma of, let's say, being discovered unconscious on the floor by a family member, a significant other. We reduced provincial resources by having an ambulance call out to, again, rural Alberta. That's a significant cost.

We also said, okay, like now we get prompt management, right? And then the person was able to also have, we prevented that emergency situation is what I'm getting at. So again, getting this person to get back on track just by that simple blood test was really a game changer.

Gordon Sheppard (10:53.005)
And I think we jumped right into the middle of your story in Virtu Clinic by demonstrating the story that you've demonstrated and we were backing up the timeline. So you had this vision along the way. You were building out what you were observing in the healthcare system. You knew there was a better mousetrap and it led you to build Virtu Clinic, which you've described now, one of your success stories within it. I'm just gonna back up for two seconds. you had to describe Virtu Clinic in a couple sentences as somebody, what would you, you cause you started it up and this is what we're gonna talk a little bit about here today. What would you say it is?

Matthew Jubelius - VirtuClinic (11:23.342)
Complete wellness, one provider. We operate on an individual medical clinic scale, like a primary health care clinic, but we also utilize and have branched out into corporate health. We've integrated mental health services as well. So what we've done is take out multiple vendors in the sense of multiple steps for error or delay and really be able to streamline that and deliver that value right to our clients.

Gordon Sheppard (11:52.559)
And the virtual, and it's a virtual service or it's a combined virtual service and like, tell me a little bit about that.

Matthew Jubelius - VirtuClinic (11:58.648)
Yeah, 100 % virtual. So kind of what you see right now is a typical interaction which we'd have with our patients. We do have technology and we're able to do some advanced assessments that way. And again, we are a full medical clinic privileged facility. So that means that we can refer to specialists, order blood tests, prescriptions and so on. So there's no difference between seeing us and such as like a brick and mortar, you know, brick and mortar clinic.

Gordon Sheppard (12:27.777)
And you addressed what we're talking about earlier from geographically where you are, but really dealing with the reality of the world in a sense where this virtual thing, and then I love the care that you talked about in that story because it reflects, I think what you wanted to get done. You know what I mean? Along the way you wanted to do it and imagine that you have had now.

know how many people you've served yet. We can talk about that. But this thing then, your iterative learning that you would have learned along the way as you've been growing your business to get even better at that. And how nice that you, I remember we had a family physician years ago, you're reminding me, and wonderful woman and very holistic in her approach. And then suddenly they changed the regulations. And I remember going in for an appointment one time and I said, I was about to describe a second problem. And she stopped me. And I was like, what do mean? Like, I'm just talking about all the, you know, normally we talk about all the stuff.

but she had been legislated to say, well, if you'd like to book another appointment for that thing. And that didn't make any sense from a holistic point of view. It sounds like you're addressing that. Is that fair?

Matthew Jubelius - VirtuClinic (13:27.488)
Absolutely, and we actually do that through technology. So we actually are able to collect an additional 23 data points before we actually see one of our patients. So what this means is that we're able to cut right to the chase. And I know in some cases we solve a problem in two minutes, but we we actually back out and say, OK, you know, what else do you want to talk about? Like we want to give that level of service. And again,

in a world where time is so valuable and precious and we're inundated with so many this and that and who's next in line, we definitely carve out that time, number one. But number two, we know that people need personalized care. We need to know that people are being treated like you should be, like a human being. And that's a real key principle.

Gordon Sheppard (14:17.391)
Well, wayfinding through these systems, having all kinds of moments of myself or my family members and that sort of thing, there's all that, it sounds like you're short-cutting, like you said, the trauma in a sense of having to find out the next thing. There's always that learning curve depending on what you're dealing with along the way. How lucky that you went and worked in the oil patch and then decided to do what you're gonna do and then put in a couple decades and developed a philosophy that led to founding Virtu Clinic, which is now helping folks and corporate folks in a holistic manner

that sounds like it's simply gonna iterate and iterate as it goes along the way. Okay, I'm just gonna say that we've got a good setup here. We understand a bit about the philosophy. We understand a little bit about your business, and I'm sure people can get in touch with you if they need to learn more, but the idea being, if you had to describe your biggest win then in this journey, what would that win be and how would you describe it?

Matthew Jubelius - VirtuClinic (15:06.242)
I think the biggest win that we've had other than creating it to begin with is the expansion into our corporate health and wellness. And what that means is that people spend a lot of time at work. And as we talked, know, time is very valuable, time is very precious to people. And with the opportunity to help people, like let's say through their work benefits, we look at data.

You know, over 50 % of people have chronic health disease in Canada. We look at the mental health epidemic that's happening and, you know, one of the statistics is that by the age of 40, 50 % of people will have experienced some sort of mental trauma. So those two things right off the bat, I believe, impact the workplace in terms of absenteeism, in terms of leaves of absences, workers' compensation claims and so on.

So where we've been able to really rise above is again providing that level of service number one. And through our philosophy of really caring and really taking care of those people within the company, we are that one stop shop. We are that one stop provider. And again, we cut through, you mentioned the word shortcut. We cut through actually, you we don't shortcut. We cut through all of those barriers, which is fantastic because again,

organizations and even on an individual healthcare basis, there are so many barriers to care and we've been able to find that solution that really straight shoots it.

Gordon Sheppard (16:39.343)
I'm so glad, because it's leaders that listen to this podcast, and when they're leading their teams, that chance to take a holistic approach and say, you're still even talking about people having to leave the office to go to care, and the amount of time that that takes alone, certainly for a larger organization. And I'm sure it's not that I'm sure leaders don't want people to go and get the care. But in this case, with a data-driven scenario that's simply

And you're evolving on the data management side as well in your business, sort of cutting edge of things and taking, again, from your sort of personal built perspective and along with the things that you're bolting in long way. Well, that's interesting. So the win is that you've taken this virtual ability to give a really solid approach to health care. And now you can take that into the corporate space and do it at the highest possible level. Is that fair? Is that a way to describe the win?

Matthew Jubelius - VirtuClinic (17:29.144)
Yes, absolutely. And just to talk about some of the data, before it was 4.2 hours saved per appointment and our 2025 data shows that we've actually made that more effective. We are able to reclaim 4.6 hours of lost productivity per appointment back into an organization. So the ROI off there is absolutely off the charts. That's half a day's worth of wages right off the get-go just from one of our appointments.

Gordon Sheppard (17:57.239)
I thank you for solidifying that again and it's funny, it's funny I remember dealing with folks in the high-end construction area and whether you care about people or you don't, the idea of them investing in safety for their employees on large construction sites is actually a good business decision. And it's funny about, I don't mean to be sort of callous about that. I mean to say if that's the way that somebody gets home at night, you know, and saves their ears and their bodies and whatever that is, then great.

but they certainly don't want any downtime. What you've just described is an actual statistic that somebody can get onto and actually would impact their insurance, it would impact their overall productivity. Wow, I'm so glad to hear that you have gotten this far into that level where it's sort of a no-brainer for somebody to get involved with what you're doing to make it make sense, along with this holistic care that, again, the data management, I can see that your profiles, when you go to pop them up,

It's not me going to the Medi Center and that guy having to look and learn and try and figure it out. You've got a more holistic way to treat people. Is that fair?

Matthew Jubelius - VirtuClinic (18:59.286)
Absolutely. And again, through technology, we've already solved the problem before you walk in the door. Again, that part is, I don't want to say fairly straightforward, but it's by design. And what's even more magical, I think, is that when we talk with other patients and clients and stuff, they've utilized other telehealth providers. And we've actually converted quite a few people because, again, the level and the scope

and the service level that we provide. We're definitely not some big massive corporation that just cares about a bottom line. We're accountable to our patients, not shareholders. And I think that there's a real difference there because again, who do we really care about? We care about people.

Gordon Sheppard (19:50.447)
Interesting. All right, so we know what the win is. It's serving now this corporate, I'm gonna say we're gonna bite it out, there's many wins along the way, but we're gonna bite off the corporate service piece, which you're doing at the high level, providing on the data side and everything else. Let's jump into the anatomy of when we explore the strategy, work plan, people, operations, and results. So give me a sense of what is your size and scale right now? It's a virtue clinic, number of employees and number of people served-ish. Can we get, or if there's numbers you don't wanna say, don't say them, but how much, what context can you give us?

Matthew Jubelius - VirtuClinic (20:17.892)
Sure, no problem. There's currently eight people on our team. We have several nurse practitioners, a psychologist as well as administrative clinical team, myself as the clinical director. And I also do see patients as well because that's something that I do definitely miss. And again, it's an opportunity to have that human connection still. We've served...

Gordon Sheppard (20:38.127)
So we know kind of where we're at. We've got these eight people and it's just simply scalable. Do you know what mean? Like this is what strikes me about it. So if we go back then and jump into the strategy, what was the strategy in getting into this model? I mean, you didn't say, let's open a bricks and mortar and get everybody under one roof. You said, no, let's go into the online model. But you went into the online model, you have to tell me what year it started, at a time when other large organizations were tackling telehealth. So tell me.

what the strategy was around vision, mission, values, goals that you had highlights to get this started the way you did.

Matthew Jubelius - VirtuClinic (21:13.58)
Yeah, definitely started with the goal and the vision to really reduce geographic barriers to access care. And we serve across all of Alberta. So we have clients, you know, from down from the almost US border all the way up past Fort McMurray, again, across Alberta. And it's literally as easy as, you know, making the appointment and we will see you online. So that was, you know, looking at the vision and saying, well,

Yeah, that's number one, know, reducing geographic barriers. But how are we going to do that? Because looking at it from, again, a holistic lens that you've talked about several times is that we're not only just treating a disease, we're treating people. And, you know, there's a huge difference there because it comes back into, as I say, healthcare is a team sport. Okay, so you have to look at what community resources are available beyond, you know, a hospital care.

You know, we look at it and kind of, you know, say tongue in cheek, we want to keep you out of the hospital because again, once you get to that level of illness, it can be very costly for an individual, an organization and so on. Now, strategically, what we've done is, you know, make sure that our nurse practitioners are number one, have different disciplines because a well-rounded team is better than having eight duplicates of the same and really celebrating what those specialties are, but also who those people are, who those

practitioners and people are very important rather than a nurse practitioner, job description, generic, blah blah blah. The second part to it is actually the geographic location of each because the health needs again in Southeast rural Alberta are quite different than they are in central Alberta and the resources that are there again are a little bit different. Now what we've done is taken the next step through our digital health advisors

And this is actually a cutting edge solution that is, I'm really happy to share it with you. It's available all across Canada right now. And our aim is to go global, hopefully this year. Now, what this does is it provides 24 seven on demand access to trusted clinical advice and mental health care. So when we've talked about the last 20 years of access as an issue, we have been able to build a solution that solves it in 20 seconds.

Matthew Jubelius - VirtuClinic (23:36.77)
It's never been done before.

Gordon Sheppard (23:38.285)
That's remarkable. And we're hearing about meeting the needs of the time, which is sort of, again, as we look, if you looked at your competitive landscape, and I don't got my consulting circles out there, you we would draw big circles, right? Where they've got hundreds or thousands of employees. There would be certainly at the international level, there would be different folks in different jurisdictions biting this off. You've got your toehold though. You've got your eight people. You've got it at this level. And now, like you said, you're talking about international. It's just a matter of jurisdiction. And how do do that? Taking all those combined insights.

and pulling this kind of forward. Really interesting. So anytime we have a strategy, we need a work plan. So there's a moment when this was an idea, and then how long from when it was an idea to now, what total time period, like what year did it start and what's the total time period up to this moment in time?

Matthew Jubelius - VirtuClinic (24:25.242)
We filed our initial paperwork in late December of 2022. so looking at the conception of it and what it really looked like, it was probably about 2020 or 2021. So it wasn't a huge amount of time, but again, being able to utilize my previous healthcare leadership experience, again, over a decade of supporting people, coaching leaders,

and be able to really draw out those winning champions kind of deal. That A-Team really helped us cut down the work.

Gordon Sheppard (25:05.369)
Well, and how remarkable, because it wasn't eight people at the beginning. It was you and one or two others kind of thing. Is that the idea?

Matthew Jubelius - VirtuClinic (25:12.738)
It started out just me, you bet. Yeah, it started out just me.

Gordon Sheppard (25:17.379)
And there's you and then, but, and so again, it sounds quick to me, funny enough about what you're talking about, because you're not talking about a venture capital, we had a hundred million dollars, we're gonna blast this thing out there kind of thing. You talked about developing it in sort of the way that met your philosophy of sorts to the way you've scaled it over this period of.

Well, less than five years now in terms of how you've done things. So in that timeline along the way, how would you describe your attitude? mean, there's one day when you're online and you got your first call or whatever. has it been a roller coaster along the way or pretty easy sailing? How would you describe your attitude throughout that time period?

Matthew Jubelius - VirtuClinic (25:52.09)
You know what, it's the hardest thing I've ever done in my life. And I've done heart and lung transplants and assisted with that kind of complexity of care. Again, because this is such a big piece, know, have to deal with the clinical aspect of, you know, an individual disease, but also looking at the bigger picture, the regulatory landscape.

service level, again maintaining and engaging your team as well I think is very important and to really carry forward that ethos or that belief in this is why we're here, this is what we're doing here, we're not doing it for glory, we're really here to serve and you know one of the things that I say it's a privilege because it really is. You know we as healthcare providers have a unique

insight to people's lives, right? Very confidential information, very personal information. We obviously protect that to the highest standard and degree. But when we look at again, fostering our people and our culture is equally important because again, you will receive the same level of care and support from myself versus anyone else throughout the organization. And that's what's very unique is because people who want to work with Virtu Clinic

They truly want to. They're not burnt out. They're not just looking for a quote unquote job. And that's the difference between excellent care and normal care.

Gordon Sheppard (27:24.495)
Interesting and how lucky that again it stems from your philosophy about how you wanted to tackle it. You've bootstrapped it because there's you sitting there in the beginning and you know what it's like to file those corporate papers and then you talked about bolting in all those entrepreneurial things. It's one thing to have all your expertise for your decade but then you've got to become a leader and then you got to become team manager and on-boarder and regulatory thing and then visionary and then let's break open new markets like there's so many pieces that are going along at a really interesting pace where you're able to maintain

your own approach, your own standard of how you want things to go in your company. I mean, that's just a great, great moment in time. And again, we can hear the level of care that people are getting along the way. So that's been that really relatively short period of time strategy, work plan highlights. The next step is to talk about people. We've heard a ton about you and your attitude and why you wanted to make it better and how you've been able to make it better. We've heard a ton about your rock star, people on your team that you've said, know, we all deliver this really high.

level of care, anything else about people that you want to say that's been, you know, a contributor to this win of moving it to this corporate level?

Matthew Jubelius - VirtuClinic (28:28.238)
Yeah, I think that you have to really select the right people. You know, we look at terms of the cost of a bad hire for organizations, it's massive. We look at employee turnover, again, which is one of the ways that we help organizations and we reduce that. But, you know,

We're a team and again, everyone is able to contribute. Again, you're not just a cog in a machine. So being able to have that demonstrated right out of the get-go, there's certain personalities, there's certain things again, that really stand out when I get to meet people that want to join the team, because not everyone does. And again, it's a selective process because we have an A-Team.

and we deliver the best. And that standard of care is not something that I will let go of. It's not something that I take lightly because it is a privilege. It is a privilege to serve. And again, this is the mentality of all of our providers. Yeah.

Gordon Sheppard (29:34.723)
Interesting and so great to, again, you can hear it very dialed in. Like you're onto something, when there's growth there, that means there's cashflow there, so you're able to grow in the way that you wanna grow, which is a great thing. And that moves us into strategy, work plan, people, operations. There's some operational highlights here. It's an online platform. Tell me a little bit about the technical secret sauce for whatever you're allowed to reveal to the world, about why is the online platform working? Why is this data management component?

important and working? What are some of those operational highlights that you think you're doing better?

Matthew Jubelius - VirtuClinic (30:08.098)
Yeah, let's just start with wasted time. So again, in the traditional system, if you have a 10 o'clock appointment, typically it'll show up at 10 o'clock, maybe fill out some documents, maybe the practitioner is running a half hour late or more. And again, you know, we kind of go down the road and that's where your 4.6 hours kind of come in eventually. What we've done is we've been able to...

provide an online deployment of, for example, the onboarding of people that are new to the clinic. So everything is taken care of, again, beforehand and everything is communicated, again, universally and electronically. So what people do is they know exactly, again, how it's going to go down, what people need to do and what's going to happen so that, again, when the 10 o'clock appointment comes, we will see you at 10 o'clock.

Gordon Sheppard (31:01.889)
I've just been in those waiting rooms. I was in one recently where I had to get some tests or whatever and I was just that thing of, hey, I'm here, but just like you described and the system I think probably does its best in terms of what it is, but you're talking about where the system needs to go. Gretzky was talking about where that puck's supposed to be going. You're sort of going where that puck's supposed to be going in terms of that. So time is a big piece that you've in a sense,

taken advantage of to reduce and make it make more sense for people. And also then there's that explanation. If I say standard operating procedure to a certain degree, you're kind of dialing it in almost every patient that you're dealing with to make it better and better and better. Is that fair?

Matthew Jubelius - VirtuClinic (31:43.128)
Yeah, absolutely. And if I can just expand on that a little bit. One of the things that came straight from our patients is that, you know, it would be nice if I could get, for example, some sort of review or notes from our conversation, because we talk about a lot in that 15 minute, you know, 20 minute timeframe. And then the patient said, I get out of this appointment. Then I scratch my hand, go, what was I supposed to do again? So through that came in again, another iteration of

of personalized care, where we're able to provide a summary of what happened, any homework, so to speak, and the next action item steps so that the person, again, knows exactly what to do, where to go, and the next time even for follow-up. Again, nothing is left hanging out there in the wind where people go, I don't know what's going on. Again, that's part of the fragmented care. Yeah, and we've solved.

Gordon Sheppard (32:37.441)
In the summary and the follow up, is that an AI assisted kind of opportunity or is it something that you folks do in your own note taking? How does that happen?

Matthew Jubelius - VirtuClinic (32:44.854)
We utilize AI in some in multiple capacities. I can't speak to all of them, but you know, AI scribes are big and hot right now in the medical world. We actually did research projects several years ago evaluating AI scribes because again, there are a lot out there and what we found through our testing, there were only two that really delivered what we needed and

complied with absolutely everything. And so we put in the work before, again, it was mainstream to deliver the best. The instructions are partially there, but we're always improving and getting ready for the next iteration. It will never stop.

Gordon Sheppard (33:28.205)
I love it and you really remind me, you we get that good advice in the family here, bring somebody to your appointment with you, especially those heavy duty ones when folks are in those hardest moments and to help you literally, you know, cause you can't hear everything. It's an emotional moment, you know, especially in those really tough moments, but this idea of then dialing it in, dialing it in. And thank you for talking a little bit in there, implying about compliance. This thing of like, no, we didn't just sort of take copilot and slam it in there and make it happen. We actually are working jurisdictionally.

you know, to be able to operationalize that in the right way. Well, I'm going to guess we could go on and on and on about other operational highlights that get you to this success story, right? I am one, now we are eight. It sounds like you're on your way to 80. Like it's just, it's just a really interesting sort of mode as you go along, but you're doing it at that sort of responsible growth rate that meets and always upholds your values and standard of care that you've developed along the way with the privilege that you've talked about.

Having a chance to serve how lucky us. Anyway strategy work plan people operations. There's finally there's results There's quantitative results and qualitative results quantitatively Is it number of people served is it like you said four point six hours like what are the sort of the quantitative Highlights that you like to sort of pass along that really represent this win

Matthew Jubelius - VirtuClinic (34:44.026)
So again, social proof, that's kind of the world that we live in with right now. We've had 5.0 Google rating consistently. Again, thank you very much. We really appreciate feedback because it helps guide us, whether it's positive or let's say constructive. It helps us be able to deliver care, but again,

Consistency is a huge thing. So looking at that Google rating right now, again, that's just an outcome of the service that we deliver, because we just do it every day. We also look at, again, our other metrics, again, staying within appointment times and making sure that we are being able to serve the people. Because again, if we start letting certain things kind of slip by, then

We get back into the whole, well, this appointment ran late, then this appointment ran late, and so on. And we're the differentiator when it comes to that number one. We always ask for feedback because, like I said, it's about how people feel. Do you feel that you got the care that you deserve? That's a very important question because, again, we're not just treating an illness, we're treating people, and we're treating organizations.

So that's very important for us to know. And then I think finally as well, when we look at, I'll give you one more piece of data from our digital health advisors. So we, again, this is a newer flagship of ours. And over the past year, we've been collecting data. When I first started, I was going to say anything over 75 % was pretty good. Our lowest,

our lowest ranking indicator was 92%. So that tells us a lot. And it was unanimous, for example, one of the questions that we asked, would you recommend Virtu Clinic, you know, 10 out of 10, like always. So again, like we're doing something that is valuable. We're doing something that people know is valuable. And so the opportunity to, again, get to that next level and with our digital health advisors, it's gonna change the world. And that is, that's what it's about.

Gordon Sheppard (36:59.186)
Privilege to serve, we're gonna change the world. What a lucky path that you've gotten started here along with this A-Team that gets to go along the ride with you. This is gonna be so fun to chat with you in a couple years and see how far this is going given the good foundation that you've got in there. We've got quantitative results. Qualitatively, how does it feel at this point for you?

Matthew Jubelius - VirtuClinic (37:18.158)
I feel, do you get that feeling when you first graduated and you go, I'm gonna change the world? That's how I wake up every day. So for me, again, what a privilege. That is super cool. And again, it gives me fuel, it gives me that passion to also have that compassion, to also understand people, to also support our clinicians and so on. So the opportunity to live in that state,

is so wonderful and I'm just so grateful.

Gordon Sheppard (37:54.258)
That's great. And when we look at the complexity of health care, especially in Canada these days, the way that resources are being utilized, to see somebody on the cutting edge of how to use, utilize resources and going borderless. You say, actually, coming up with a way to do it. That's just the way to do it, not the way to do it in Alberta or whatever. You're going to be the way to do it, which makes a ton of sense. And nostalgically, if there used to be a fellow that used to come to your house,

or a woman that came to your house and helped you as a doctor, you're actually able almost to do that same thing at a much more sophisticated level, along with getting this win that helps corporations in so many significant ways. And we've just heard some key data, save me 4.6 hours or whatever it is, but there's going to be even more as you grow because you're again getting that foundational piece in there. Well, this has just been a great opportunity to learn about your business and you a little bit as well. Whenever I've got great leaders like you on the show, I always have to say, you know, if you were talking to a leader,

You know, maybe they're thinking about starting something up, just change the world or whatever. Is there any, a few sentences that you'd to give, you know, pay it forward in a sense to a leader that you might have learned from your experience that they would gain from?

Matthew Jubelius - VirtuClinic (38:59.042)
Never drink your own Kool-Aid. And what I mean by that is the work is the goal. The day to day making a difference, like the journey, that is the work. That's where you find the joy. The other wins will come in. And again, whether it's expanding your team or being able to expand into a digital product or whatnot.

but finding the joy in the day-to-day work, but don't get too in love with your results. Results are great, fantastic, but for myself, I always want to become a more optimal version. And what I mean by that is, again, being able to deliver better care, more effective care to...

be more compassionate with people. And again, this is from my own lens and viewpoint. But I think that some businesses rest on their laurels or previous successes. And all of sudden you look back and it's like, that happened 10 years ago. What have you done lately? And that's kind of where I look at it. And it's like, yep, we've had some success, but you know what? We're going to have more. And this is how we're going to get there.

Gordon Sheppard (40:20.282)
And you're jumping out of bed every day to get up and do the work that you're doing. You're reminding me, Nick Nanos was on from Nanos research. And he said, in one of his pieces of advice was, don't applaud when they land the plane. It's their job to land the plane. So, you know, that's what they're there to do. So it's not a big deal. I think I've heard a little bit of that thematically in here, Matthew, gosh, what a great interview. I'm so glad to get some insights into there and how you're changing the world. Thank you so much for being on the show.

Matthew Jubelius - VirtuClinic (40:48.388)
Thank you, Gord, really appreciate it.