Welcome to the inaugural issue of my monthly update! At the end of April, we introduced a new communications approach aimed at improving employee engagement with our internal email communications, ensuring you feel more informed about what’s happening across the organization.

Starting this month, I’ll share key highlights on our progress in the focus areas discussed at Symposium and our March town hall. These updates won’t cover everything but will focus on the most important learnings and their impact on you and our clients.

Our focus areas aim to deliver the best client experience. At the base of our strategy are our Mission, Vision, and HEARTS Core Values, which shape our culture, and Compliance and Safety, which are essential for smooth operations.

Above that, Growth represents expanding our reach and supporting clients’ mobility journeys, while Refinements focus on optimizing processes to work smarter. All of this ultimately enhances the client experience, helping them live independent and self-reliant lives.

So far in 2025, we’ve maintained the momentum from 2024, with improvements in Transaction Cycle Time (TCT) and Google Review Ratings. These metrics show our progress in delivering equipment faster and improving overall satisfaction.

While there is still work to do, we are committed to learning, listening, and improving so that our clients receive the experience they expect and deserve.

Please keep reading below for updates across some of the initiatives that are driving success.

Let’s Get Moving!

Refinements

Continuous Improvement Program Update: Expanding Success in 2025  

Two of our Continuous Improvement Program pilots that launched in late 2024 have been successful and have now been expanded to additional regions in 2025. These initiatives reflect our "test small, learn, improve, and scale" mindset—and demonstrate how we can drive meaningful improvements in client experience, quickly.

Centralized Client Services Pilot: Up to 50% Reduction in Phone Abandon Rates  

As the Centralized Client Services (CCS) team has now expanded to support five regions, we’re seeing significant improvements in phone-based client interactions—directly addressing one of our top client complaints: difficulty reaching someone by phone. Highlights include:

- Volume: The team handles an average of 11,000 inbound calls per week across the pilot regions.

- Quick Client Support: Only 40% of calls are directed to the branch—meaning more issues are resolved at the first point of contact.

- Abandoned Call Rate: Our goal is to stay below 10% and the Centralized Client Services team is currently sitting at 5%, where non-participating regions are at 30%.

 - Time to Answer: Improved anywhere from 81% to 95% at participating locations with calls being answered between 17-38 seconds compared to pre-CCS support where the locations averaged over 2 minutes and up to over 5 minutes.

 - Voicemail Queue Reduction: We've seen a decrease of branch voicemails by up to 72% in participating regions.

- Quality Control: All calls are recorded and undergo regular quality reviews to ensure service consistency and excellence.

 Best Practices to Implement Today

With over 6 months of learnings, there are a few things branches can do today to help our clients receive quick and comprehensive support when they call us:

 1. Always leave a note in MA when calling a client, clearly stating the reason for your call.

2.  Keep MA notes updated consistently to reflect real-time order status.

3. Share only your branch phone number.

What’s Next?

We anticipate that all branches will have Centralized Client Services support by end of September. Once fully implemented, we expect to handle 30,000 calls per week across the network.

Driving Down Transaction Cycle Time Through Smarter Repair Processes

As repair reform gains momentum across the U.S., I want to take a moment to recognize the progress we're making with improving Transaction Cycle Time (TCT) through smarter repair operations and better order management. Thanks to your hard work and dedication, we’re already seeing strong results in the states where we have implemented the enhanced repair program—and we’re well positioned for continued success as we expand.

Where We Stand

Since late February, we’ve successfully launched our enhanced repair program in Connecticut, Massachusetts, New York, Texas, Illinois, Virginia, Colorado, and California.

Before expanding further, we’re taking time to apply early learnings and fine-tune the program for maximum impact. Special thanks to Robert Geiss, Karina Mas, Latanya Melendez, and Danielle Gillie for their leadership during this critical phase.

Execution in Action

Strong execution begins with preparation. Teams are proactively:

- Cleaning up outstanding repair orders.

- Ensuring Chair Builder information is complete.

- Conducting repair blitzes to close out evaluations and deliveries before each go-live.

Early Results

We're already seeing meaningful improvement in service levels where the program is live—anchored to Connecticut’s 10-day delivery compliance standard:

- Massachusetts improved from 31% to 65% compliance post-launch

- Connecticut jumped from a 22% baseline to 91% in March

Tools for Success

To support this rollout, we’ve developed a new training program based on Connecticut Medicaid rules, and released a Right to Repair job aid to all applicable teams. These tools are helping streamline repair workflows, free up CSS team capacity, and most importantly, improve the client experience.

Why It Matters

Efficient repairs aren’t just a metric—they directly benefit our clients and our business by:

- Improving client satisfaction

- Boosting confidence from referral partners

- Enhancing our market reputation and competitive edge

We’re counting on everyone to stay engaged. Get ahead by completing the training, reviewing best practices, and ensuring repair orders move quickly and accurately through the process.

Thank you for being part of this important transformation.

Growth

Access Team Expands into New Jersey, Tennessee & Centralizes Funding to Create Efficiencies

The Access team continues to expand its home access footprint, building on strong momentum across existing and new markets.

New Jersey: Growth in this region has been organic, driven by the strength of our existing team through internal referrals. Current representatives have successfully extended coverage into exisiting branches providing the NSM360 support to these clients.

Nashville: Our recent launch in the Nashville market has already shown promising results. The team's early success highlights not only the demand in the region, but also the local branch support of expanding home access awareness and adoption to their existing clients.

Additionally, the centralization of funding operations is underway, a move aimed at driving greater efficiency and consistency across all markets. This shift will streamline processes and better support the continued expansion of our home access services.

Welcome Jennifer Casu-Morin, new NSM Canada Division Vice President!

Please join me in welcoming our new NSM Canada Division Vice President, Jennifer Casu-Morin. Jennifer will be focused on leading and supporting the Canadian team to ensure we provide a best-in-class client experience and exceed our growth goals this year and beyond.

Jennifer brings extensive leadership experience across multiple sectors of healthcare in Canada and the United States, including; Home Care, Pharmacy, Insurance, and Hospital environments. Her expertise includes operations, business development, distribution, and mergers and acquisitions. Most recently, Jennifer served as the Executive Managing Director at Bayshore Home Care Solutions, one of Canada's largest home and community healthcare providers, supporting over 50 locations and clinics nationwide with more than 10,000 employees. Previously, she held senior leadership positions at Shoppers Drug Mart, notably as Senior Vice President of Pharmacy Operations and Transformation, where she oversaw 500 corporate locations (Loblaw Pharmacies), 1,300 franchise pharmacies (Shoppers Drug Mart and Pharmaprix), and Shoppers' central fill operations. Jennifer also held director-level roles at McKesson, leading initiatives in sales, customer solutions, and business development.

Jennifer proudly volunteers on the Board of Directors at Headwaters Health Care Centre, her local community hospital, where she serves as Vice Chair of the Board. She earned her MBA from Carleton University and completed her undergraduate studies at McGill University. She currently resides in the Toronto area.

Over the past few weeks, Jennifer has spent valuable time meeting with our corporate leadership team and visiting several branches in the U.S., gaining insights into our unique business and observing how we demonstrate our mission, vision, and values each day. Jennifer will be visiting every branch in Canada, now through June, to meet our incredible Canadian teams and learn about our Canadian operations.

Please join me in warmly welcoming Jennifer to the NSM family!

Refer Clients to NSM Medical Supplies Team and Earn a Referral Bonus

NSM Welcomes West Tennessee Healthcare and Herron & Smith to NSM Family