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22 Seven Hills Foundation given their rightful place within this much larger healthcare delivery system we are watching evolve," he said. In parallel with evolving technology, Jordan has moved the organization from an "analog" to digital approach to service delivery—one that involves telehealth, telecounseling, data analytics, and predictive analytics to improve and maintain its competitive sustainability. Jordan asserted that it is important to recognize the past experiences and celebrate the accomplishments. Yet, it is a leader's job to recognize those experiences from a different perspective, taking a hard look at both the good and the bad. "Make the necessary adjustments to move forward, sharpened by hindsight, to build upon all the good that has been accomplished," Jordan said. "At the end of the day, what's most important to me is what we are going to do tomorrow and, in the future, and why? People with significant life challenges are making strides in their communities and quality of life. What is their next big step? How can we bridge the pay gap for our staff? How do we encourage young people toward a career path of serving others? How are we going to apply business skills to social good and social needs? Whether you call that social entrepreneurship or compassionate business, you know it's good social policy," he said. ese are the questions that must be answered to secure a future. ey are relevant throughout a leader's tenure. Many of the positive changes at Seven Hills thus far can be attributed to the forward-thinking of its leadership. Raymond Quinlan credited Jordan for his ability to see what needed to be done and use the right people and resources to get it done effectively. "Great leaders not only recognize the need, but they also tap the talent—the best people for the job to ensure success and the need is met." Seven Hills Foundation is incredibly fortunate to have its