The OLC has a pretty unique business
model. How does that affect the way the
The OLC is a not-for-profit venue with three member
organizations: the American Academy of Orthopaedic Surgeons (AAOS); the Arthroscopy Association
of North America (AANA); and the American Orthopaedic Society for Sports Medicine (AOSSM).
Our purpose is to improve patient outcomes
for our medical clients and create an educational
thought environment for our non-medical clients.
And that means our whole attitude of how we provide service is different.
The events and sessions that occur at our venue
start with an idea, such as, “How can we help
attendees learn the latest skills that impact patient
care?” They don’t start with, “What are your meeting space requirements?” or, “How many sleeping
rooms do you need?” We’re focused on accomplishing the primary mission or outcome. And the OLC
was built to support this kind of free-thinking and
collaboration. It wasn’t designed strictly from a
traditional brick-and-mortar perspective.
Beyond non-medical groups, our business model
combined with our technology allows us to provide
elements other conference centers can’t. For example, we have the privilege of not having to charge
our clients for internet access. Our meeting spaces
are designed so every station has the capacity to
plug in three different devices, because everybody
usually carries a phone, a computer, and/or a tablet.
Does the not-for-profit aspect
improve your ability to provide
Absolutely. It’s a conference center built by vol-
unteers’ passion. If you can imagine taking your
most passionate advocates and saying, “Alright
you want to build something. What do you envision
building?” They aren’t concerned about cost. Their
primary purpose was to construct an environment
conducive to learning rather than only being con-
cerned about the bottom line.
That’s why a facility like ours is so unique—
these three not-for-profit organizations came together to build the OLC because they were passionate
about creating a world-class learning destination.
And that concept of “education first” continues.
Many of our events are sponsored by not-for-profit
organizations. The majority of the faculty for the
courses held here are not compensated for their
time. They’re giving back by sharing their knowledge and expertise.
We also have a great relationship with Triton
College’s Surgical Technology Program. We offer a
tour once a year for their surgical tech students. I’m
pleased to say we have even hired some of these
students on a part-time basis thus assisting them in
their training. Again, that’s unusual for a venue to
have a collegiate relationship.
What are some innovative ways the
space can be utilized?
There’s nothing we can’t do from a technology
standpoint. That, combined with our business
model, gives us the ability to be flexible and think
outside of the box.
At the OLC, all of this incredible equipment
is right here, on-site. For example, we have a HD
broadcast video studio, complete with a teleprompter and state-of-the-art cameras that are capable of
recording an entire event or meeting. Our control
room is just like you’d see on ESPN. We have a
dedicated team in there moving and operating cameras. Plus, we’re fully wired to do live video-stream-ing. Our largest hybrid event had 5,000 remote
surgeons watching a livestreamed course.
Stepping through the doors of the OLC in Rosemont is a little
like stepping into the future. But as OLC CEO Lisé Puckorius
says, “The future is now.” The new space, which opened in
2015 just down the road from its previous location, represents
the future of both clinical training and non-medical meetings through its
business model, cutting-edge technology and, above all else, commitment to serving the needs of its clients.