Voices: Paul Jaglowski, Partner, Experience Management, Relias – Behavioral Health Business
Continue to Site | Skip to content
Resources:
- White Papers, Ebooks, Reports & Briefs
- Views Series
- Event Q&As
- About
- Contact
- Advertising
- Events
- Virtual Events
- Live Events
- VALUE Conference
- Autism Investor Summit West
- Autism Investor Summit East
- SUD Business Summit
- INVEST Conference
- Webinars
- BHB+
- Podcast
- Subscribe
Search:
- Search for: Search Submit
Facility Type:
- CCBHC
- Residential
- Outpatient
- Hospitals and Health Systems
Regulation, Compliance, & Finance:
- Compliance
- Fraud
- Finance
- New Development
- M&A
Operations, Marketing, & Technology:
- Operations
- Marketing/Sales
- Technology
- Staffing
- Reimbursement
- Medicare
- Private Pay
- Commercial
- Medicaid
Treatment Type:
- Autism/IDD
- Depression
- Eating Disorders
- Psychiatric Care
- Substance Use
Executive Forum:
- Toggle Menu
- Search: Search Submit
Article by Mick Stahlberg, August 16, 2026
Sponsored by Relias.
Experience data only matters when organizations can act on it. For behavioral health, ABA, and IDD providers, that means moving beyond generic surveys toward more timely, personalized engagement that helps teams understand what patients, families, and employees need in the moment. In this Voices interview:
Paul Jaglowski, Partner, Experience Management at Relias, shares why the experience of care matters alongside outcomes, where traditional feedback processes fall short, and how organizations can turn insight into faster action without adding administrative burden.
Behavioral Health Business: Why does the experience of care matter alongside the clinical outcome?
Paul Jaglowski: In health care, positive outcomes are obviously the goal. But the experience often matters as much as the outcome. The way an individual, family member, or employee experiences an organization and the care being delivered can have a significant impact on that care and the outcomes they ultimately experience.
That is especially true in behavioral health and IDD services, where trust, communication, and ongoing engagement are such important parts of the relationship. Patients and families need to feel supported throughout the journey, not just during an appointment or after something has gone wrong. Employees also need to feel heard and recognized.
When organizations engage people intentionally throughout that experience, they can learn what is working, identify concerns earlier, and provide relevant resources at the moments when they are most useful. That helps build trust and gives teams a much clearer understanding of what patients, families, and employees actually need.
Where do traditional surveys and feedback processes tend to fall short?
The traditional patient experience ecosystem is generally pretty impersonal. A patient may choose an organization because of an online review, a referral, or simply because the location is convenient. They interact with the organization, and if something goes wrong, they may file a formal complaint or grievance. Otherwise, they might receive a generic annual survey or an after-the-fact satisfaction survey.
The problem is that there are far more opportunities to build trust and learn from people throughout the entirety of that experience. A generic survey sent long after the interaction may tell you that someone was unhappy, but it may not tell you why in time to do anything about it.
Organizations also tend to collect feedback and then store it in complex dashboards or spreadsheets. The information exists, but the people who could act on it may never see it. The goal should not be simply to collect more data. It’s about using data to inform action and build stronger relationships with patients, families, and employees.