innovaTel’s team of highly qualified, remote providers are improving access to care for organizations across the country. One of those providers is Jacob Orin, PMHNP. From his home office in Illinois, he’s able to offer treatment to patients at Minnesota’s Lakeland Mental Health Center.
His experience as a telehealth provider offers a look inside the profession.
Q: You’ve been with innovaTel since 2019. Why did you join the team?
A: At the time, it was an opportunity for professional development and I hoped to learn from innovaTel leadership in order to progress in my career.
Q: What do you enjoy most about the telehealth modality?
A: I no longer have to commute in Chicago traffic! It also allows me to pop in and see my family easily throughout the daytime.
Q: Do you have a favorite telehealth success story you’d like to share?
A: Detroit Lakes, Minn. was lacking psychiatric care for just shy of a year when I started. I really enjoyed getting to discuss and educate my patients on their diagnosis and medications and found that once they understood the “why” and “how” of our treatment plan they were much more compliant with medications and therapies. Many patients experienced improved response or even remission of symptoms for the first time and since then have been able to wean down or off of medications.
Q: What do you do outside of work?
A: I enjoy computer programming, spending time with my family and spending time outdoors.
Q: Do you have any other interesting hobbies or stories you’d like to share?
A: When I was a RN, I worked in a myriad of very interesting settings. I have worked in a community hospital general ICU, have circulated, scrubbed, and first assisted in CV surgery, managed and worked on a cardiac transplant team at a university hospital, and then helped found, manage and work on a team that used computer algorithms and relationships with clinical staff to proactively identify decompensating patients and initiate interventions.
In the three years I worked on this team, we reduced codes on the floor by 50%, addressed several operational practices that were shown to contribute to negative patient outcomes, and grew from a pilot program to an ever-present staple within our hospital.
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