Today all hospitals have to add some new skills related to patient earned value. The challenge is to convert all stakeholders the patient earned value. Since January 2019, we measure the net promoter score of our client. Every client of the hospital receives at home the net promoter score questionaries. Our task is to generate information about this questionaries daily. To achieve that goal, we schedule meetings first to make a diagnosis of how we are going to modify the crew behavior related to the patient experience. To disseminate this point of view we send by the social network every day the net promoter score measurement of each hospital unit and some testimonials. The interventions done were meetings with the crew to the goal to translate the vocabulary and the culture of safety to safety and rapport. In this meeting with all the hospital crew, we learned the points to change the personal behavior that was needed and the institutional process. The board of the hospital has the task to facilitate all this action. The first month of this project, we made a diagnosis. In the second month, we begin to implement these meeting and this massive dissemination of the lessons learned to everybody. During this process, the director made a one-to-one meeting with some critical stakeholders to keep them on track. The net promoter score is growing each month, and now, we have some areas of excellence. The direct comparison of each net promoter score of our holding is distributed daily for the hospital directors. The principal challenge was how to change the actual culture that it was working well since the beginning of the accreditation setting toward a better-experienced level with safety. The lesson learned is to focus on patient experience since entry through the hospital.