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RazorMetrics CEO Tom Dorsett Quoted in Washington Post’s Article on the Latest Apple Watch

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Apple Watch wasn’t the first smartwatch, or even the first health-related one. Fitbit and Jawbone pioneered the fitness tracker market and new start-ups are pushing the ball forward on hardware. Oura, for instance, packs a lot of health-related sensors into a simple ring. But none of those companies have Apple’s massive install base of loyal customers. Apple Watches outsell the entire Swiss watch industry, according to a Strategy Analytics report.

Six years in, Apple Watches can detect signs of atrial fibrillation, a potentially deadly heart disorder. But that detection isn’t 100 percent accurate. False positives can send patients to the doctor unnecessarily. It may take a decade or more before the watch has the kinds of sensors and hardcore research necessary to be a health solution for customers, said Gene Munster, an analyst with Loup Ventures, a venture capital firm, making the watch as a health device a long-term bet. “I don’t think they’re close to being there. I think the current watch is limited in what it’s picking up on,” he said.

In the meantime, Apple is earning “credibility in the industry,” according to Tom Dorsett, CEO of RazorMetrics, a health technology company aimed at lowering prescription drug costs. Apple gained FDA clearance for its atrial fibrillation algorithm and its electrocardiogram. “If they’re investing in FDA approval, they’re looking to be something more than a novelty device,” he says.

Apple’s first watch, announced in 2014 and released the following April, came with the introduction of ResearchKit, open-source software that allows medical researchers to find subjects for their studies. Using the software, academic institutions and pharmaceutical companies can enroll Apple’s customers in clinical trials, collecting data on Apple Watches to learn more about the human body.

Apple’s ResearchKit has been used for clinical trials, some of which it has announced to great fanfare. Last year, the company announced three major studies on women’s health, heart health and hearing. In terms of the massive amount of research constantly being conducted by drug companies and in academia, Apple isn’t much of a player.

Read the full article here.

HR The Unsung Heroes of COVID: A Conversation with Melissa Morgan, HR Process Consultant with Paycor

By Article, News

Continuing our blog series, “The Unsung Heroes of COVID, Interviews with HR Professionals
Tom Dorsett, CEO of RazorMetrics, caught up with Melissa Morgan,  HCM Process Consultant with Paycor.

Melissa has more than ten years in Human Capital Management Process Consulting and has been trained and mentored by the best in the industry. She has been with Paycor for four years since she opened the market in Austin, Texas in 2016. Melissa is an award-winning consultant with start-up fortitude and enterprise finesse. She challenges the status quo and disrupts existing models with the belief that clients deserve the highest performing products and services that help them achieve their business goals. She is a leadership mentor, trainer, and passionate volunteer. Melissa serves on the Executive Committee for ACG and is VP of Awards.


Tom: What were your biggest challenges helping companies manage the COVID crisis and return to work?

Melissa: Communication has been the most important thing. News is changing all the time—the family first response act, new earnings codes, PPP loan tracking, tax deferrals—the COVID situation is fluid and things change fast. I’ve heard clients say that as soon as they figure something out it has expired. It’s critical for businesses to stay on top of the incoming information and keep employees and customers informed. This must be done quickly and consistently.

We had an emergency response team already identified and ready to go before COVID. We understand that emergency situations will happen, that’s just life, so we prepare in advance for sudden disruptions. When COVID struck, our emergency response team was activated and hit the ground running. We are a large company and had the capability to do this. Average to small companies did not. For these companies, it was critical to take time and assign personnel to stay informed and communicate to the rest of the company.

The way communication is accomplished has also been a challenge. Different people process information differently, so it was important for us to set up a variety of content points. We chose webinars, a COVID Support Center on our website, email, social media, and articles on best practices, like “How to work from home with kids.”

Morale was also a big priority for us. COVID is scary and working from home can be isolating. We communicated clearly and quickly about our working-from-home policies to make sure no one was confused or worried.  We focused on making the remote environment fun despite the struggle. For example, we held a contest and asked people to post a photo of their home office on LinkedIn. The winners received a free Apple AirPod! Employees are going to have higher anxiety levels during this time, so we encourage businesses to look for fun ways to keep people connected and rally the teams.

Tom: How are you managing the work-from-home challenge?

Melissa: Many Americans are working from home with kids, including me, and this is a real challenge because of distance learning. All across America, people have new co-working spaces in their dining rooms. My eight-year-old starts distant learning this month and I am taking personal days to help her get set up and figure it all out. My manager was really supportive, and this meant a lot to me, that leadership understands work-life balance. We are staying optimistic and moving forward to make the best of it.

The CEO, CFO, and HR leads need to be that light to put employees at ease. Communication from the executives helps keep everyone calm. During March and April, a lot of people were panicking, but leadership must be the voice of reason to employees and customers. Communication should focus on de-escalating fear and anxiety. I found the best example of this is video messages from leadership teams. Paycor’s leadership gets on a panel and provides a video update on the business and it’s nice to see their faces and hear their voices.

Tom:  Do you have any advice for other HR professionals who are facing the same challenges?

Melissa: From a business perspective it is critically important for HR and finance leaders to coordinate and communicate. Depending on the group, these teams should sit down daily or weekly and discuss what is going on in the business – turnover, benefits strategy, prescription benefits, burnout, retention, etc. Finance and HR need to have a unified morale strategy to keep it high while managing costs where possible. Businesses that have forward-thinking HR tools can provide the CEO and CFO important data about headcounts, where business is trending, how many people have left, and why they have left. This data allows leadership to have those important conversations.

I have noticed two different mindsets among business leaders, and it matters. There is panic mode, which results in furloughs, closings, and contraction. Then there is the optimist mode, which holds the idea that we’ve been through tough times before and still thrived. Optimists are using this time to prepare for the future because they understand that in one way or another great change is a time for growth and helping others.

HR: The Unsung Heroes of COVID

By Article, News

A Conversation with David Hughen, Founder and CEO, AustinWorkNet

To kick off our new series, our CEO Tom Dorsett sat down to Zoom with David Hughen, founder and CEO of AustinWorkNet. David provides a high-level perspective on the broader HR landscape in the COVID era.


David Hughen is a successful entrepreneur who built his 25+ year career on helping organizations succeed by coaching their leaders and addressing their human resource needs. He is the founder and CEO of AustinWorkNet, which focuses on optimizing employee commitment, performance and productivity by aligning them to the organization’s strategic business goals. Before AustinWorkNet, David co-founded Austin HR, which was acquired by Asure Software. David is a thought leader and one of the originators behind the HR roundtable, which has been bringing together HR leaders spanning multiple industries (though, primarily represented by the tech industry) to drive discussions around emerging trends in managing modern work life for the past 20 years.


Tom: When the pandemic was just beginning, what was the experience for HR professionals?

David: In the beginning, it was very reactionary. Getting employees remote was the immediate need for many but the capacity to manage the sudden challenge varied significantly. Until recently, companies have been in a responsive mode trying to gauge their human capital, operational needs, and revised financial expectations. A lot of time and energy has been spent on evaluating short- and long-term projections. Companies had to make hard decisions about furloughing, reduced pay programs, or layoffs. It took its toll.


Tom: You mentioned until very recently companies were being reactive. What’s changed?

David: Companies are just beginning to raise their heads up to reconsider how to manage their business. It’s moved from reactive to proactive. They are looking to invest—where possible—in the things that are necessary to distinguish the company in the marketplace.


Tom: What is the new focus for companies coming out of the reactive phase?

David: Companies are shifting back to the things they do best: developing new business channels, creating a high-performance organization, and remaining committed to giving back to the community.


That last piece is especially important to Millennials and Zoomers just entering the work force. These folks want to attach themselves to companies that do social good. Companies that have in their DNA a cultural commitment to give back to the community are better able to differentiate themselves and attract great employees to create a high-performance organization.


Tom: When talking about creating a high-performance organization, how are HR professionals managing work life in light of the pandemic?

David: As some parts of the country are re-opening, most companies are taking it slow. HR leaders are trying to help employees deal with a variety of issues — from employees suffering from cabin fever, extroverts wanting to get back to a workplace, working parents without childcare who need to stay home, executives who want to see employees back on the worksite and many other situations. They are focused on designing return to work programs and are working with facility managers to create a safe return. At the same time, they are extending accommodations for work-from-home through the end of the year.


The general theme is to go slow until we have a better understanding of the health impacts. It’s still a live condition. No one wants to make the headline “we started up and then had two COVID cases leading to us shutting back down.”


An HR colleague shared that her company reopened too quickly. They were, in part, trying to accommodate the extroverts. But the required PPE and other safe workplace protocols made people feel weird. Others just didn’t feel safe.


Tom: There’s been a lot of conversation about the “new workplace”. What’s your long-term take on that?

David: It will look different for many companies moving forward. There will likely be a combination of both work-from-home and work-from-office.  The office may shift into a “touch downing” location where less people have defined work spaces. There is a strong argument to having people on site because it allows for immediate access and interpersonal interactions that are so productive in a work environment. That said, there are many tools available now to recreate that interpersonal experience, i.e. Slack, IM’ing, among others.


The extent to which companies can create conditions where people are not hampered and may utilize tools that can be incorporated into the rhythm of work life will determine the change. Nine to five may be replaced with a variety of rhythms in the way employees engage with each other, set up meetings, hand off work, etc. Companies are trying to sort through it all.


Tom: You mentioned that companies had different capacities to react. What made the biggest difference?

David: Companies with employees that interface more with computers were able to pivot quickly and effectively. Tech company employees work online as a matter of normal business so remoting in for a meeting was easy. Life has not changed that much.


Manufacturing was less flexible because people must be onsite to physically make the product. Their challenge was updating procedures to keep employees safe inside the facility. Any company with aging IT or a workforce not used to interfacing online had a difficult transition. Really, every organization has their own story.


Tom: Have you heard any stories about HR leaders innovating during this trying time?

David: I’ve been inspired hearing the humane ways in which organizations are accommodating the situation. I’ve seen companies find great ways to keep people informed, communicating constantly. In an absence of information, people often assume the worst. HR leaders are innovating ways to keep staff connected by offering fun things like happy hours and games on Zoom and other platforms. A company’s culture is a precious commodity. The best leaders are finding ways to recreate the comradery and support of the office environment.



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RazorMetrics launching new blog

By Company, News

RazorMetrics is kicking off our new blog with a series called, “The Unsung Heroes of COVID, Interviews with HR Professionals”

We chose HR because there is a conspicuous absence of news reports about the people who are managing the work lives of others, the stress of layoffs and furloughs, helping employees get up and running with remote home offices while managing kids, or facility safety for those who must work onsite. We will be speaking with those who have a firsthand account on the front lines of human resources during a global disaster.

The blog will be featured on our website and will be posted on our social media sites (Twitter and LinkedIn). We hope you enjoy the series.

Read Part 1 HR The Unsung Heroes of COVID 


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Google’s Controversial Ascension

By News, Press

Google’s Controversial Ascension

Jan. 6, 2020

The recent controversy over Ascension’s contract with Google is not surprising and should be seen as a teachable moment. Patient Health Information (PHI) is sensitive and people are right to feel protective of their information. After all, who wants their private health challenges posted on the internet?

It’s clear that Google did not release private health data to “Google”, their public search engine but the distinction seems lost in the court of public opinion. Google is a victim of their own success as “Google” is now a verb, not just a company and people are confused about the difference. Google, and companies that partner with them, should announce any new partnerships immediately and explain the services being provided, especially in the realm of healthcare. It’s too important to blunder.

I am an entrepreneur and I work with healthcare data to solve real human health problems that could not be addressed without access to private health data. My company, RazorMetrics analyzes patient’s prescription drug information and then makes recommendations to patients and their Doctors about lower-cost alternatives. This program saves the patient’s real dollars at the pharmacy. This program would not be possible without access to health information.

Current health data privacy laws strike just the right balance. If privacy were made too tight, then data would be locked into unusable silos and this would harm society. If privacy is made too loose, then healthcare information could be weaponized and would harm individuals.

Ascension had the right contract with Google, it’s called a Business Associate Agreement (BAA) and it defines who owns the data and how the data is to be managed. Thee BAA allows Google to be the steward of patient data, conduct analysis and provide insights to benefit Ascension’s patients and their care. That’s all they can do. They cannot advertise to patients, as this would be totally illegal.

These agreements are important and legally binding. The BAA is a standard contract between healthcare entities and companies that work with data to improve patient care. They generally state that the Private Health Information is the property of the healthcare entity and cannot be used by the contracting firm for any other commercial purpose. The ability for 3rd party companies to work with private information under contract for the betterment of patients is called “Safe Harbor” under healthcare operations within the HIPAA framework.

I have worked to bring unique solutions to serious health problems by using healthcare data in new, innovative ways but this would not have been possible without BAAs and Safe Harbor rules. The way this worked with my first company ePatientFinder, the Hospital retained ownership of the data and through the BAA, we agreed that ePatientFinder would work on behalf of health organizations to identify alternative treatments for patients with chronic diseases through clinical trials. This helped patients locate trials after regular healthcare treatments failed.

As someone who specializes in healthcare technology, it is clear that Ascension and Google should have announced the partnership and offered patients the ability to opt-out of the program. But, it was not wrong for Ascension to try and maximize benefits to their patients by using one of the best data managers and most secure cloud storage facilitators in the world.

Health and Human Services recently announced they will be conducting an inquiry into the Google and Ascension partnership and this is good. They are exercising their proper government oversight responsibilities and I predict the inquiry will be good for the situation. It’s important to show that our current privacy laws are strong and that the system we have in place works for individuals and for the betterment of society.

Tom Dorsett, CEO


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