During Q3 we sharpened our focus, and made our company more efficient and productive than ever:
We made a big transition in the team front. We recruited Javier Roberts as CTO. He has the experience of having built a tech startup before, and began delivering value very fast. He reorganized the technical organization: some people were let go and other changed roles. The result is that in just 3 months a new and fast operational rythm is in place, with 2 week sprints and product releases every Thursday. We also terminated the outsourcing contract with Manas software agency, and now produce all code in house.
We restructured our Finance function and is now lead by Maria Silvia Coronel. She brings strong financial discipline, and her priority has been to cut unessential costs, shorten customer payment cyles and extend runway.
The Customer Success (CS) work was also sreamlined, reducing headcount from 7 to 3 as Magic Calendar demands far less consulting services compared to Wúru Analytics. CS core is exceptional project management, and we have been training the team in such skill set.
The resulting organization is the best we ever had, with the right talent laser focused of achieving product market fit.
We went live with Hospital Privado de Rosario on May 4th. After two inital months of instability and adjustment, MC started delivering more productivity to the OR. Out of 6 performance indicators we track and collectively call Magic Scoring, 3 have been improved so far (Planned Utilization, Average Delay and On time start). For HPR, Magic scoring is at 60 out of a 100, compared to 57 before MC. In terms of user engagement, more that 70 monthly active users - including not only admin schedulers but also surgeons, anestesiologists, and operations managers - reflect the level of penetration that MC achieves in the core processes of the surgical workflow.
The next partners to go live are Clinica Angloamericana (October 16th), Swiss Medical Group (December 14th) and Clínica Universidad de Navarra (November 30th, under review).
A key element of MC is that it requires interoperability with hospitals’ HIS/EMRs systems. A new customer integration gateway has been designed with a modular approach. It enables us to acquire customer’s data in real-time with shorter implementation times. HPR and Anglo are currently using it, and it works flawlessly. Integrations with CUN and Swiss Medical are in design phase and are scheduled to kick off by mid-October.