S9 Ep27: From Bland to Grand: The Culinary Revolution Transforming Patient Care with Andrew Bennett
“This is the right thing to do. People deserve good, healthy food, especially in a hospital, when we're talking about starting the healing process.” —Andrew Bennett
Hospital food has long been the butt of jokes, but what if it could rival five-star restaurants? Imagine a world where patients look forward to their next meal, not just their next dose of medication. The revolution in hospital cuisine isn't just about taste— it's a powerful tool for healing and recovery.
Andrew Bennett is the Executive Chef at Lenox Hill Hospital in New York City, bringing his fine dining expertise to healthcare. With a background in Michelin-starred restaurants and a passion for healthy cuisine, Bennett is at the forefront of transforming hospital food into a key component of patient care.
Tune in as Justine and Andrew explore the impact of high-quality hospital food on patient recovery, the challenges of implementing restaurant-grade cuisine in healthcare settings, the role of dietitians in menu planning, the business advantages of investing in food quality, and the future of food as preventive medicine in healthcare systems.
Connect with Andrew Bennett:
Andrew Bennett is an Executive Chef at Lenox Hill Hospital in the New York City Metropolitan Area. With over 25 years of experience in the culinary industry, he has worked in various restaurants in the US and the UK. Andrew is known for his creative approach to menu development and operational strategies, utilizing research and data analysis. He emphasizes positive leadership, team building, and mentorship in his management style. Andrew is also an avid cyclist who incorporates his passion for health and nutrition into his culinary practices.
His recent posts on LinkedIn highlight his team's achievements and celebrations at Lenox Hill Hospital, including winning the Hospitality Above and Beyond award and spreading festive cheer during the holiday season. Andrew has also shared his experiences and insights in a podcast with Joshua Spodek, discussing his journey into healthcare and the evolution of food at Northwell Health.
Andrew's professional journey includes roles as Executive Chef at Half Moon Restaurant, Patina Restaurant Group, and Rouge Tomate Chelsea. He holds certifications such as ServSafe Manager and NYC Food Handlers.
Episode Highlights:
01:34 Hospital Food: A Focus on Quality and Patient Recovery
07:55 The Role of Dieticians
12:01 The Potential and Challenges of Northwell’s Food Service Model
16:16 Chef Challenge!
19:23 The Importance of Quality Ingredients
24:43 The Business Advantage of Offering High-Quality Hospital Food
Tweets:
What if your hospital stay came with Michelin-star quality cuisine? Discover how innovative chefs are transforming the landscape of healthcare through the power of delicious, nutritious food @jreichman and Lenox Hill Hospital Executive Chef, Andrew Bennett. #podcast #entrepreneurship #socialgood #inspiration #impactmatters #NextGenChef #EssentialIngredients #Season9 #HospitalFood #PatientCare #HealthcareInnovation #NutritionForHealing #FoodAsMedicine #IntegrativeHealthcare #HospitalChef #NutritiousRecovery
Inspirational Quotes:
00:51 “Hospital food is notoriously not amazing.” —Justine Reichman
01:44 “You can do fine dining food, but it can be healthy.” —Andrew Bennett
05:42 “Food is integral to people's health and how we live, how we feel, and how we recover.” —Justine Reichman
10:45 “Our goal is to make sure that people don't want to order food from the outside. We want them to have our food because it's going to help with the healing process.” —Andrew Bennett
10:52 “People could be in the hospital because of some of their food choices historically. So if we can show that this tastes great and it's healthy… The goal is for them not to come back.” —Andrew Bennett
12:19 “The hardest part of getting people to eat healthily is understanding how to find this kind of gateway dishes. When we can get something that's recognizable that is healthy, then it starts to build.” —Andrew Bennett
18:00 “There are lots of healthcare systems that are starting to take it seriously which is a win for everyone.” —Andrew Bennett
21:17 “Our patients deserve better, and we're gonna make that happen.” —Andrew Bennett
25:33 “This is the right thing to do. People deserve good, healthy food, especially in a hospital, when we're talking about starting the healing process.” —Andrew Bennett
Transcription:
Justine Reichman: Good morning, and welcome to Essential Ingredients. I'm your host, Justine Reichman. With me today is Andy Bennett. He is the Executive Chef at Lenox Hill Hospital in New York City.
Welcome, Andy.
Andrew Bennett: Hey, how are you doing today?
Justine Reichman: I'm well. Thank you. And you?
Andrew Bennett: Great.
“Hospital food is notoriously not amazing.” —Justine Reichman
Justine Reichman: Great. Well, I'm super excited to have you here. Your background is just so vast and varied. You've worked with amazing other amazing chefs, and you've taken a little bit of a change. You've made a change to go from one area of food to another area of food. I'm not sure the people at Lennox know how lucky they are, because hospital food is notoriously not amazing.
Andrew Bennett: I think there's a good couple parts of that. And because people ask the question, how do they make this turn or jump in this direction? I've been extremely lucky to work with some phenomenal chefs and done a lot of cool things. But there was a restaurant in 2008 that we opened called Rouge Tomate.
Justine Reichman: Wait a second, you mean right around the corner? A block or so from Barneys and around the corner? I loved Rouge Tomate.
Andrew Bennett: In 2008, there was a challenge in there, I think the industry was very different in what everyone was expecting. The whole goal was to show, okay, you can do fine dining food, but it can be healthy, and break down some of the stigmas around what that is. On a very basic premise, no butter, no heavy cream in the savory dishes. We worked with a team of registered dietitians. And while we were doing this, it was great learning experience. All these kind of things tha you kind of reset your mindset about being creative as a chef. And instead of thinking, okay, we can't use these ingredients. It's a restriction. I just need to be more creative. How do we find a solution to this? But while we were doing that, I was thinking, okay, there's other things I want to continue to do in my career, other areas I want to kind of develop and grow in. But can and, you know, and roost tomorrow was amazing. But again, we're cooking for a very small percentage of people and making healthy food.And then, can I take all these things I've learned through craft operations leadership, and then do something good with it? How can we help more people?
“You can do fine dining food, but it can be healthy.” —Andrew Bennett
Healthcare was that logical step to be able to combine those two, so I kind of got to a point of career. I was like, hey, I'm ready to do something different. I just started researching healthcare groups, hospitals and all these kind of things. And I came across Northwell, and there was already a ton of great press about what Northwell had been doing on their food program. Really started about 8 years ago in terms of making that first time ever. Realizing, okay, we need to put the same energy into our food and hospitality as we do in all our clinical care. And then that huge process across a big network, how do you move that forward? Looking at those details. And the thing I always say about this is that when I interviewed a couple of different healthcare companies, Northwell stood out straight away because the only thing we talked about was quality of food, food in general, hospitality, patient experience, and not really much else. A little bit on the background stuff and the logistics of what that means in healthcare. When I spoke to other healthcare groups, it was all the opposite. It was about systems, all the back end stuff, and nothing about food. You want to work with people that believe that it's very easy to get in a situation, especially with food where people say, we're going to do this because it has become fashionable. They know it's the right thing to do. That's very different from working with people that truly believe and say, okay, we're going to do this difficult thing, and we're gonna figure it out and make it taste great.
And again, this was a little bit different from other healthcare providers, in the way that they're looking at their food programs. With Northwell, it's hired by a great chef, Bruno Tison, who's the corporate chef, VP of dining services. And really, the way he looked at it was like, okay, we want to hire chefs from outside hospitals. We don't want hospital chefs. We want chefs that have had this background, whether it's in Michelin Star restaurants, resorts, hotels, and then we're going to bring that culture into hospitals. Okay, how do we bring all these things from the same hospitality we would use in restaurants? How do we adjust that and make that feasible in a hospital for our patients? And then the same with the food? Maybe there's not as many touches to the food, but the vendors we used are the same vendors we used at Rouge Tomate and great restaurants across the city. So started with the same thing we do, all great food starts with great ingredients. Apply your techniques, and then how do you scale that up in a hospital?
Justine Reichman: I'm curious. I don't know if this is a question you could answer. It might be out of your scope. But I think food is integral to people's health. How we live, how we feel, and how we recover. And oftentimes, people are in the hospital, whatever the issue is, needing to get better, recover and feel well. And with the food in many hospitals, I'd say that a lot of times, what I hear from people like my mother or whomever who've been in the hospital are like, you need to send me food. This is just awful. And you look at it, and you feel bad. So I wonder if by Northwell and you collaborating and working with Lenox Hill and whoever else to provide better food options for you, how that impacts you? Or if we've seen any numbers on how it's impacted people's health and recovery.
“Food is integral to people's health and how we live, how we feel, and how we recover.” —Justine Reichman
Andrew Bennett: There's a lot of things that go into that. We have a full team of registered dieticians. There's a lot of programming that kind of goes in terms of recipes, nutritional analysis, how we break that down? How do we work on these dishes? But that very first step you're talking about is how do we get people to want to eat in a situation where they might not be hungry, not in a great place, not super happy. So we take it all the way back to the beginning. We write menus that look like, if I handed you Lennox Hills menu, you would have thought that it's a restaurant menu. So in beautiful favor, beautiful design, and it will read exactly the same way. It won't read like you're in a hospital. So we have this kind of first talk where we say, how do we create this environment and this kind of situation for the patients where at least also mentally, we get to take them away from their problems for a little bit. Give these 10, 15 minute windows of not having to worry about something. And then we basically go from there. We build those menus, making sure we hit lots of bases, whether that's making sure we have lots of plant forward dishes, lots of clean proteins, tons of vegetables. And then making sure that we can, in a hospital like Lennox which is a tertiary hospital, we have a lot of patient needs in terms of dietary, a lot of things we need to kind of hit, and a lot of people we need to make happy.
Justine Reichman: That was my next question. Because people come in with, nowadays versus 40 years ago, people are much more acutely aware of some of their own issues, whether it's gluten intolerance, or allergies, or IBS, or fructose intolerance. So how flexible are you to be able to tailor those menus to meet the individual patient needs? Because you have so many people in there. That can't be very easy to do.
Andrew Bennett: There's a lot that goes on in the background. So a lot of the software we use for putting orders in dietitians will do that programming. As chefs, we make our recipes, we run nutritional analysis on it, okay? We fit it into the guidelines that we need, whether it's for certain diets, or for just across the board that gets programmed in. And then when a host goes to take the patient's order, the patient's diet or any restrictions are already programmed in them. So anything they want to eat or anything they can eat is going to be available. Anything they can't eat that won't hit their guidelines is going to be blocked out.
Justine Reichman: That sounds like a tall order, though, for the people in the kitchen.
Andrew Bennett: It gets to the kitchen. All the hard work is in the preparation, the programming and the development. Once they get to the kitchen phase, it's no different from a restaurant kitchen in that sense. And coming from restaurants, it's almost exactly the same thing you have. Whether it's restrictions or requests, the same kind of thing applies. We just try to make sure that we have so many great products on hand. Things that, okay, if we need to customize for whatever it is, we make that very easy. In that sense, there's a lot of flexibility there. And again, we run into a couple of different parts. I think the first part is, okay, how do we find the yes in these situations. Understanding, okay, we're feeding a lot of people. How does this not impact other people at the same time? But we would do the same in a restaurant as long as we have that product. As long as it is within the realm of what we can do in house, then we can do it. We have a team of great chefs. We have a great kitchen, and we approach it the same way.
Justine Reichman: Amazing. I think that in this day and age, I don't know how many hospitals offer that.
Andrew Bennett: I think where that culture shift comes from is, why does it have to be different from a restaurant or hotel? Why can't it be exactly the same? And I think by bringing chefs from outside and then just having that mentality, okay, where do we find, again, to go back to your original point, our goal is to make sure that people don't want to order food from the outside. We wanted to have our food because it's going to help with the healing process. We know it's great and clean food. And then there's a knock on part of this is that, what we hope in some of these situations is also education. People could be in the hospital because of some of their food choices historically. So if we can show that they get this food, they realize this is a great taste in food and it's healthy, it fits what I need in my life right now. So we have this training, teaching moment as well with patients in terms of cake. The goal is for them not to come back. The big difference between the hospital and the restaurant is that we don't want to see them again at this point. So how do we help set them up? And that's, again, working chefs with dietitians. How we kind of articulate and package that. And then, we're looking at other programs that we can do, whether it's through videos that we record that we're able to do these kinds of classes with patients once they've left the hospital.
Justine Reichman: When they left the hospital, now they've had this. Is that nutritious on staff that work with the food? Are they the same ones that work with the patients to create their meal plans when they go home? Or to give them guidance?
“The hardest part of getting people to eat healthily is understanding how to find this kind of gateway dishes. When we can get something that's recognizable that is healthy, then it starts to build.” —Andrew Bennett
Andrew Bennett: That will work our way through. We have dietitians that are working in particular units or assign certain units, and that kind of works the way through, whether it's things that we can give them to take away, whether it's simple recipes. Or just guidance of where they should be going. And again, this is in general, I think in food, the hardest part of getting people to eat healthy is to understand how do we find these kind of gateway dishes. They need to be recognizable, right? And that's the first point. When we can get something that's recognizable, that is healthy, and it's like, I like this. Then it starts to build. Then we get excited about vegetables and all these other kind of clean ingredients. But it's got to be recognizable. A lot of times, right, reducing protein portion sizes can be a starting point. How do you get creative in terms of adding more vegetables to the plate without it looking like this giant plate of vegetables? So that's where the stuff part comes into it, and that's how all the normal things. It needs to look great. Needs to get to the room heart, be interested and kind of engaging. And then in the hospital setting, a lot of the things that we get, that we look at is it needs to be confident work. It's one of those things that, at that point, when you're not doing great, you want something that's going to make users feel a little more confident.
Justine Reichman: So my question, as I'm sitting here listening to you and I'm wondering, okay, if I was in the hospital, I'm eating this food, I'm feeling better. Do you guys have a service that would deliver it to me? Is that coming next? Or do you have that? Because it just seems like that would be an easy way to maintain people that are just recovering at home, and maybe can't do everything themselves.
Andrew Bennett: I think it's twofold. The extra education as we go out in terms of recipes and ongoing training and this kind of idea, if we can create these programs through videos, I think, is one step. And looking at food as medicine and it being a medical expense that can be paid for by insurance companies, looking at those avenues which was a long way off. There's programs already in place, I think, and within healthcare that's starting to go that direction. I think the jump around a little bit, but I think the other side why I think Northwell can be super inspiring is that, from Northwell look on it, that same kind of thing, we don't want patients back. So how do we invest more in prevention, opposed on the back end?
Justine Reichman: And preventative medicine has always been a little bit challenging. What do they do? Paying for prevention, there's certain things, annual checkups, certain things like that. But getting something like this is, while it's been more popular and more of a conversation the last 10, 15 years, it's still on the fringe, right? And it's still not integrated. I don't know if Northwell has thought about the next step of creating policy change, if that's anywhere in there agenda. Because to me,I don't know what motivated Northwell to do this. Maybe you can share that, but it seems that you can't tackle everything, but it does sound like it would be something they'd be interested in.
Andrew Bennett: Yeah, wonderful. When we look at where we came from on the food journey 8 years ago to where we're at now, and I think the exciting part wouldn't authorize like, hey, we're doing great, and we've done a lot of great things. And I think other healthcare systems are looking at us and saying, okay, how did you go about this? Because everyone thought it wasn't possible, right? So that impact healthcare system wise across the country, that impact that Northwell had is already huge. But for us internally, we're still not happy with where we're at. Once we hit that little milestone, whether it's in scores or when it's just something we've looked at, we then look at the next thing where we can improve and just keep going from there. So Northwell is always trying to push these things in this direction, so it won't be far off.
Justine Reichman: Talk to me about their landscape and how far and wide it goes. So
Andrew Bennett: Northwell was the biggest healthcare provider around New York. We get about halfway through this year. We're about to hit 100,000 employees across the system. So largely in Long Island, in Manhattan, Staten Island. And then this year with some acquisitions moving into Connecticut and kind of into the Hudson Valley a little bit. Basically Queens into Long Island, Staten Island and Manhattan. Nothing in Brooklyn.
Justine Reichman: Evolving in all the hospitals around, because Lenox Hill, it's not like it used to be where Lennox Hill was just on 70, whatever street. There's other affiliates. It's the same way in all these different hospitals that have fought up different things. I think this is amazing. And I love the way Northwell is going to do this. I don't know if you can speak to this expanding outside the Northeast Corridor. And the Northeast Corridor really goes from Philadelphia to Boston or something, right? But can we see them expanding to the west coast?
Andrew Bennett: My assumption would be no, just because we're at the point where we're hitting big at this point. We kind of navigate through that, and how quickly we grow. That's definitely a question for someone else.
Justine Reichman: Just curious. It does seem like you're a leader in this space, unless of course, you know of other organizations that have such a strong focus on this, but I'm not familiar with them.
Andrew Bennett: I think there's lots of healthcare systems that are starting to take it seriously, which is just a win for everyone. And I think it continues to push us in that sense. Because as we go through, it's like, okay, as that bar gets raised across the platform, we have to continue doing more, and continue to find those ways. So I think we're still in that kind of exciting phase of that progression. There's also these things that Northwell does. And then one of the big things we do, we have a chef challenge every year across all the hospitals. Basically what happened, Bruno picked three ingredients, one for the appetizer, one for the entrée, and one for the dessert. The chefs get a good couple of months to conceptualize, and then we do a big kind of, basically, all the employees across the network get to vote which ones go to the final. Then we have a cooking competition, and a lot goes into it. And it's great. Chefs are competitive, and lots and lots of fun, really. Because one of the big parts of that is that part of the rules, that is, any of the dishes that we do for the competition have to be on our menus in the hospitals. It can't just be things that aren't attainable. It has to be something that patients are gonna get. And ultimately, what that does is just continues to push all the chefs forward to be creative, raise the level of the food. So internally, we have lots of things that I think help us continue to drive forward.
Justine Reichman: So I know that you've been working there now for how long a year? I'm sure that there's a lot that goes into this. But I'm wondering, as somebody that works in this program and the director of it, if other people wanted to do this on the West Coast, or in the Pacific Northwest, and be able to offer something like you guys are doing, would you tell them to start? Where's the top three places you'd say you need to just start.
Andrew Bennett: Basic things. And again, let me go back to that. Start with the quality ingredients. You need to bring the talent in, right? You need people that are gonna understand and be able to work in that way. That's what you're looking for. Scratch cooking, everything made in house. And one of the reasons why some of that hospital food has such a bad reputation is they made a lot of pre-made food. Opening bags, freezer bags, Reese, not really any real cooking going on. So you have to reset the kitchen, retool the kitchens to fit what you want to do. So at Northwell, what was done in the beginning was there were a lot of conversions where there were lots and lots of big walk-in freezers. They got converted into refrigerators so we could have fresh produce, fresh ingredients. And then new ovens, stoves that we could actually cook like we were doing a restaurant. So you're applying all these same things as if you were going to open a restaurant. You got to look at it in that same way. Or if you're going to open a hotel, it's got to be that same mindset. Maybe the way you do service is a little different, but you're looking at those same things, quality ingredients. Make sure you've got the tools to do the job. Make sure you've got the talent that can produce this and execute. But that's where it starts. It's gonna be that ground level. And I think the biggest thing I will go back to what I said earlier is that there has to be a true belief that this is what we're doing. It's not something we can go in half. We're going to improve our food. There's got to be a drive to say our patients deserve better, and we're gonna go after that, and we're gonna make that happen. I think one of the surprising things that happened with Northwell, and this is long before my time, but I think people assumed that by going to the system that we have now with chefs and all this fresh cooking, that was gonna cost more money.
“Our patients deserve better, and we're gonna make that happen.” —Andrew Bennett
Justine Reichman: My next question, you have all these frozen produce in your refrigerator, and now you're getting fresh. I was curious about the incremental cost, but also any additional waste.
Andrew Bennett: And again, these things were phased out before my time. But I think what happened was actually the opposite. It was less waste because people were eating the food. So instead of having all this food that we need to heat and send, and then people just like, yeah, this is not what I want. And then the other part of that, I think, is when you go to that kind of system, again, it's just like you would in a hotel or restaurant. You can look at your numbers in terms of, okay, you know what you sell, you know what your big sellers are. And then again, it's just kitchen management, and how you kind of work those things and go through that. But I think the opposite happened. Other people have said the same thing. You're assuming it's going to be the other way around, right? And we found the other way.
Justine Reichman: This was so interesting. It's personal for me also, as I have an elderly mother who is potentially, actually putting into a long term nursing facility because she has ALS. And I'm like, oh, my God, she's never going to eat. Food is not going to be good. I'm sitting here going, okay, well, how do we make this happen in Florida? How do we inspire people to recognize the importance of food as part of taking care of these people? What do you think are the biggest challenges in that?
Andrew Bennett: I think that if you're buying food that's already pre made and all you've got to do is reheat it, it's easy, right? There's a lower risk there. I think that the biggest hurdle was getting companies and people to be brave, have the courage to say, hey, no, this is what's right. And we're going to do the hard thing. It's scary in the beginning. Because all of a sudden, you're applying new variables. We've got fresh food. We need a team of chefs to come in and operate at a higher level, and in a hospital setting. You're also looking to feed in a lot of people in a very short space of time, three days a week. In the restaurant industry, you'd have your ups and down, your lows. For hospitals, our business level is extremely consistent, so you're adding these variables. It can be scary from an operations standpoint. But I think ultimately, you just gotta say, okay, this is what we believe in. This is the right thing to do. And I think the other thing that I think would help change decision makers' way of looking at it is get them to go eat the food.
Justine Reichman: The minute you said that, I was like, never eat that. That's awful. I've seen it.
Andrew Bennett: If you're running a company, and if you don't eat the food, you've got a problem. It's got to be something. As a chef, he was like, hey, would I be happy with it? It's a very simple question to ask. And if you wouldn't be, then, okay, you're doing something wrong, and that needs to change.
Justine Reichman: I think that's a great idea. More people would try their own food at the hospitals, maybe they would have a shift in the way that they thought about it, right? And then you make it personal for you. Would you want your mother to eat this? Your sister, your kid to eat this? Would you serve this in your home?
Andrew Bennett: We have a funny thing that, for us, that created a small problem. The food across Northwell improves so much that we actually have trouble getting people out of the beds when it's the day to discharge. We need the bed back and everything, but what we've found is that we have people that want to stay. I'm going to stay for lunch. I'll go after lunch. Because they want to stay for one more meal. So a great problem to have. And again, if you step back from the whole thing, we talk about it in terms of, this is just the right thing to do. People deserve good, healthy food, especially in a hospital when we're talking about starting the healing process. But when you step back from that, it's also a business advantage. We have a lot of people that come back to us, whether it's for pregnancies or just the hospital because they know they're going to make a choice. Especially in Manhattan and New York, people have a massive choice of great health care systems that they can go to. So knowing that you can go to Lennox Hill and get great food, and that helped make that choice. That you know from the bigger picture, it's also a business advantage.
“This is the right thing to do. People deserve good, healthy food, especially in a hospital, when we're talking about starting the healing process.” —Andrew Bennett
Justine Reichman: Lot's great doctors there to begin with. It's known for women giving birth. It's known for a lot of things equally. To know that, oh, hey, look, I could choose one of the top doctors, and I could have great food, which I think makes you just feel good. You don't feel like I'm gonna be in the hospital stuffed with mush and broccoli that doesn't look like broccoli. It's like brown and meatloaf.
Andrew Bennett: One of the things we do across the network is that chefs will go around on patients the same way we were doing a restaurant visit. A big part of our day is that interaction with patients, it helps us kind of learn what's going right, what's going wrong. But we get in these situations where either I can't leave the room because we get stuck in a conversation about food. We get people asking for the recipes or the food because they want to make the same things at home. So unheard of. It's a crazy situation.
Justine Reichman: And I think it's really inspiring. As I'm sitting here and I'm like, they need to do this in the nursing homes. They need to do this in hospitals here. I mean, it seems like it should be on everybody's mind. And as we talk about the impact of food on our health and wellness, I really hope that people listen to this, and really hear what you're saying and the impact you're having, so that maybe we can experience this in all parts of the country or world.
Andrew Bennett: Yep, absolutely.
Justine Reichman: So are there any analytics, though, in particular that you know of based on changing the food in people's health and well being that you could share?
Andrew Bennett: One of the directly related to, there's a rating system that we use within the hospitals where the system is press gaining. When you leave the hospital, you get a questionnaire. they'll send you an email, and it covers everything in the hospital, how you were checked in, cleanliness, everything away through. When Northwell started the journey, and I forget exactly, but you're as a percentile of everyone that uses Press Ganey in the United States. If I remember right, somewhere in the 40's, we're now, I think we're at about 86 as a system. So that journey of where we've come from. We have a lot of hospitals within the system that are in the 90's. So that journey, that metrics, the one we look at, I think, the most in that sense, lots of other intangibles that go with that. But I think that represents what we are doing and where we've come from, because for better or worse, it's a black and white number where we're looking at.
Justine Reichman: Well, Andy, thank you so much for joining us today. I learned so much. I hope that our guests did too, and I hope that it inspires some change around the world for other people in the healthcare system. I know if I'm going to be in New York or when I'm in New York, I would now put that on my radar if I needed to be in a hospital. Yeah, and food, they go hand in hand. So again, I appreciate it so much, and we look forward to continuing to follow the journey, and see what Northwell does as time goes on. Thanks so much for joining.
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