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Daniel Hurry, President at Advantus Health Partners & CSCO at Bon Secours Mercy Health, helped justify building Advantus Health Partners by calculating what they paid in admin fees versus internal operating costs, then proved to their board they could negotiate better pricing at their scale. Their commercialization strategy was to skip commodity categories where another glove contract adds no value, and target complex operational purchase services and hyper-complex implants where national GPOs have actual gaps. Their partnership model uses one exclusive partner per category with open-book economics, daily KPI reviews, and continuous improvement cycles both organizations measure together. Healthcare still lacks universal product codes, preventing the real-time demand planning that retail and energy built decades ago. Instead of using high-frequency data to modify behavior, healthcare created permanent cottage industries for data enrichment and item master cleanup that other sectors never needed. Chapters: 00:05 Introduction 00:45 Dan's career journey from retail to healthcare supply chain 02:13 Personal healthcare experience that sparked career change 06:34 Data and intelligence gaps between healthcare and other industries 09:08 First job and most challenging period in career 10:27 Building internal support for Advantage Health partners 13:05 Four levels of mastery and commercialization strategy 14:02 Finding your niche and avoiding commodity categories 16:02 Partnership model and daily continuous improvement 18:09 Single partner strategy and Costco analogy 19:49 Evolution of the Chief Supply Chain Officer role 23:26 Shifting focus to utilization management and point of use analytics 24:43 People Strategy and recruiting high profile leaders 25:27 Campaign manager approach to leading strong leaders 27:09 Developing Leaders Who Leave for Other Health systems 28:48 Technology adoption and AI in supply chain 30:25 Closing thoughts on industry collaboration