Transcript
Deena Clifton (00:00) hey, Brendan.
Brendan Cherry (00:02) What is happening? Seth?
Deena Clifton (00:05) Just another day in Paradise.
Brendan Cherry (00:08) Excellent. Oh, looks like Dina is coming in. All right?
Brendan Cherry (00:23) Hi, Dina. How are you? I am.
Deena Clifton (00:26) Well, I have not used zoom on this new laptop yet. So, I’m trying to make sure everything’s connecting.
Brendan Cherry (00:32) Okay. Nice. You got a new laptop though? That’s nice.
Deena Clifton (00:36) Well, the jury is still out.
Brendan Cherry (00:40) Okay. Yes.
Deena Clifton (00:42) We are good.
Brendan Cherry (00:44) Excellent. So, time will tell if the new laptop is good, but, you know, very nice to meet you. I’m glad we were able to connect this afternoon. Yeah, me too. Yes. Nice to meet you as well, Dina.
Deena Clifton (00:58) Yeah, it’s nice to meet you.
Brendan Cherry (01:01) Awesome. And Dina, you’re located in Oklahoma? I take it?
Deena Clifton (01:06) Yes, yeah.
Brendan Cherry (01:07) Nice. Born and raised you’re from the area originally.
Deena Clifton (01:10) I grew up in the Texas panhandle and I came to Oklahoma for college and stayed, okay? Oh.
Brendan Cherry (01:16) All right. Osu, that’s the only one I know. So, I figured I’d take a guess.
Deena Clifton (01:20) No, I went to a smaller one. I went to southwestern.
Brendan Cherry (01:23) So, okay. Right on. Well, I went to umass, but I’ve since moved to Miami. I’ve been here for about four years now.
Deena Clifton (01:31) Oh, nice.
Brendan Cherry (01:32) Nice. Yeah. Excellent. Well, you know, just by way of introduction, you know, as you can see from zoom, my name’s Brendan, I’m an account executive here and I’ve joined somewhat recently to medallion.
Brendan Cherry (01:46) I’ve been here for about four months but I spent the sort of previous two years working at generative AI development companies and, you know, appreciate you taking some time to meet with us this afternoon as I said. And, you know, I guess I’ve noticed you’re you know, somewhat new to the role being four months in. So I know schedules can be a little bit busy being new and getting acquainted. So, you know, it’s great that we have a chance to connect and Seth and myself have heard from a bit of the, from your team or some folks on your team. And it sounds like, you know, maybe there’s some efforts on their part to look at ways to expedite the credentialing and payer enrollment process. And I figured, you know, that’s you know, what we do and what we are, you know, largely here to talk about today. Yeah. So, and for the purpose of this call, I guess, you know, we could go a couple different ways in terms of getting started. I’m happy to give, you know, a sort of broad overview of medallion. Though if you know, you have some familiarity and, you know, are open to kind of kicking off talking a little bit about your process as you understand it today. And perhaps, you know, what’s driving your interest in this call? I’d love to hear that, and that may allow me to be a little bit more prescriptive in my comments.
Deena Clifton (03:00) Yeah. So I am new on the varietycare side, but varietycare is strategically aligned with the community mental health center program northcare. And I’ve been here 24 years. So I’m not new to the work. I’m just new to the varietycare processes and the varietycare side of things. So I oversee revenue cycle at both places. So I’ve been involved in credentialing on the northcare side. But on the varietycare side, I’m new to hrsa. We don’t have those requirements in our ccbhc and then we currently on our other side outsource our commercial credentialing just because we were having trouble finding and keeping staff and stuff.
Deena Clifton (03:49) So I think today, what I just really wanted to hear was what you all offer, what kind of like breaking points do you have? Do you price based on the number of staff or the number of mpis or the number of payers or how you know, how that works? And then I was just also curious what your timelines look like for both sort of an implementation slash transition and what could we expect with new staff that we’re bringing on that’s different from what we’re doing today, which I think our current standard is it doesn’t always take that long. But the credentialing supervisor kind of comes out of the gate with a 90 day mark which has a lot of sticker shock for people. I have a meeting with management tomorrow where I’m proposing a 45 day window which will cut back most of the payers that we have.
Deena Clifton (04:40) We do have some that will take longer. I think my problem with our process now is it’s a good process and it’s a really solid process and it crosses all the T’s and dots all the I’s it just doesn’t allow for any pivoting. So if we have staff that are already credentialed somewhere else that’s less intense, it doesn’t her process is still a 90 day process. So I think that’s mainly what I was hoping to hear from you today is kind of what your normal looks like and… what’s different than what we’re doing now. Yeah.
Brendan Cherry (05:14) Sure. I mean that’s always the crux of this kind of figuring out what you guys are doing today and where we may be able to fit in and offer some value. So I guess to, you know, get started to give a little bit of context about medallion and the services we offer. We tend to break it into a few parts. There’s the, you know, actual provider onboarding. There’s what we call credentialing meaning going through the process of PSV and verifying that these providers are who they say they are. And then there’s sort of like what you could call economic credentialing which is typically for people we work with, it’s provider state licensing. It could be facilities and provider enrollments into the various payers, both public and private… and in some cases hospital appointments. So the way that this works for us, we kind of think of it in layers, we have an onboarding process where we integrate with caqh, we can pull a lot of the provider data and build out their profile. And typically, what we’re seeing for averages is about a three day onboarding window to get the full provider data set built out. And we’re then leveraging that data set plus artificial intelligence and integrations… to automate things like primary source verification and build out the credentialing packet. So typically, we see about a one day average on that and a three day slas. And then as far as enrollments, it’s a similar sort of process. We have one established a lot of relationships with the state licensing boards because of the volume that we do as well as the various payers that you may be working with. And so through those relationships plus a knowledge base of how to work with them plus AI integration to do things like the manual copy and pasting of the appropriate data, following up at the appropriate points via email or phone, whatever the preference is, and recording that… a lot of customers we talk to have anywhere from, you know, 90 day to 100 day turnaround times from starting that enrollment application to it being considered complete.
Brendan Cherry (07:19) And we’re bringing those down on average across all payers to 54. Now for us, the devil is always in the details. It’s you know, looking at your processes and the payers you work with, and so forth. But those are the services we offer. And then because we’re doing that, we also provide full visibility and we offer slas around, you know, some of the turnaround times that we have direct control over as.
Deena Clifton (07:42) Well… yeah.
Brendan Cherry (07:45) So, that’s a little bit of, you know, just kind of a high level how, you know, medallion works. And I would say like, you know, for a lot of the executives that we’re working with, you know, the value proposition can kind of come from a few different places and it’s you know, typically it’s like really two things. It’s revenue acceleration from speeding up the time to enroll providers with the payers. And, you know, if you look at what those providers are making like per day and say they’re going to be, you know, in seat and billable, say 30 60, whatever the amount is days sooner, you know, what does that look like as well as sort of opex, you know, typically like look at things like what kind of systems you may be using today and what kind of staff or hiring or headcount, you may have to, you know, kind of complete this work?
Deena Clifton (08:36) Do you work directly with our providers or do you prefer that you have a liaison that like a middleman?
Brendan Cherry (08:47) Yeah, that’s a good question. So, as far as the provider onboarding, you know, piece of it goes, I’m curious to maybe get a sense of like what that looks like today? What kind of interface they have with the folks on your team? I think you had mentioned that you, and forgive me if I misheard this, but it sounds like you had some staff dedicated to this, but maybe they’ve churned and some of this is being outsourced. It’d be helpful to hear a little bit of what that looks like today. And then maybe I can be a bit more prescriptive.
Deena Clifton (09:19) Yeah. So that’s on the northcare side, on the varietycare side, we have a, we had a team of five. We’ve had a couple of people in the last few weeks who’ve moved on. So we’ve got a team of three and they really are doing it all. They’re kind of divided up by service line and by location, we’ve got 26 clinic, well, 24 clinics open right now and then two opening this year and we have a wide array of service lines. So we have dental, we have OB, we’ve got behavioral health, family peds, you know, we’ve got the gamut there. So they’re really doing all of it. They do have a pretty solid electronic process. They’ve got an electronic welcome packet and stuff. I think we’re where we’ve ended up at this 90 day mark is because it feels like we’re constantly waiting on providers to return things. And so that’s why I was wondering if we’re still playing the middleman and we’re still going to the providers and begging them to turn in paperwork or if you all work directly with them to get that done. Currently, on the northcare side where we outsource our commercial, I’m still kind of the middleman there. So if they need something, they let me know and I’m going to the staff and then I’m waiting for the staff to get me and then I’m going here and it’s sort of exhausting.
Brendan Cherry (10:35) Yeah, yeah. No, I could imagine. I mean there’s… like, you know, when you’re getting all the provider data, there’s a lot of data points and it’s not, you know, there’s education and certificates, and so on like primary source verification. So, you know, it’s a fair point and, you know, help me understand too. You know, when you say 90 days, is that kind of your internal, sort of benchmark for completing all these processes, getting, you know, providers onboarded enrolled and so forth? And that’s the full window of all those.
Deena Clifton (11:08) Yeah. So that 90 days is from letter from offer letter to start date. And then during that time, they’re doing everything that needs to happen. We, that date occasionally moves. Sometimes it’s earlier if everything gets done. If we’ve got a provider that comes to us, already credentialed places or already, you know, with a lot of that and there’s minor things to do then that window’s shorter. There’s also people who come to us fresh out of school and they don’t even have a Dea yet. They’re still setting up their supervising physician, you know, all of those things. And so sometimes that if they’re not doing what they need to be doing on time, that 90 days then grows longer because we’re not going to start somebody until we can bill on them. Lots of our payers get to a start date. So if we feel pretty good that we’ve got what we need and we’ve turned it all in then we, you know, we adjust that date back. But if, they’re not engaging and they’re not doing their part, then we’re not meeting them in the middle. Sure.
Brendan Cherry (12:07) Yeah. And because this is all connected. So I actually just had this a very similar conversation, different kind of healthcare organization, but there’s a group that’s… expanding across states in a specific speciality, and they have a lot of people coming fresh out of school and finding that those particular providers are, you know, it takes them a while to get through the state licensing and get their Dea and all that sort of thing. And they provide some guidance, but they’re a little bit hands off and that kind of like drags on those times. Are you guys very involved in, you know, helping say like new grads with this process or is it a similar sort of like hands off approach? So.
Deena Clifton (12:47) We have some help when we give them their welcome packet. We tell them call this number, go to this website, you know, like we try to help them. But short of holding their hand there’s not much that we’re not already doing. Really what it boils down to is just you’ve got to get it done and you’ve got to let us know when it’s done. And some people are easier than others.
Brendan Cherry (13:08) Yeah, I mean, you know, from what I’ve you know, my mom was a nurse. I spent a lot of time with providers and it sounds like, you know, doctors, I get accustomed to this terminology, but I think sometimes this sort of stuff is like they’re very intelligent people but don’t want to deal with the constant back and forth of paperwork and licensing for this and then enrollment for that. So, yeah, I would say like the first sort of piece as to how we work that ends up being really nice from a provider onboarding perspective is we have a caqh integration that’s very unique. So this can be helpful if that profile is built out. We can import all of that data with just, you know, like an mpi first name, last name, we don’t even necessarily need a password and then within the platform I guess to summarize before I jump into that, when you ask about liaisons, we’re not just a technology platform. We’re also operational partners. So we can kind of jump in where needed and help out throughout any point in any of these processes that we’re discussing. But because we’re you know, acting as a platform that’s kind of a middleman between provider data and, you know, what is needed to onboard, we can task and see what’s not being completed. And we have a very easy mobile interface for, you know, one getting tasks out to providers all in one comprehensive view. So we can collect everything that’s needed to go about the next steps. And typically what we find is we can get that very easily because of, you know, the way the interface and the UI, and because of how much data we’re able to collect automatically. And, you know, the caqh piece is one part of it. We also can work to integrate with maybe existing provider data stores you already have for, you know, folks that are already existing within your system. So you can kind of think of that first piece as kind of a nucleus that can reach out to different systems and get all the data required. It’s about 70 percent that we’re typically able to find. And for that remaining 30, we can task out to a liaison on your side or directly to providers, and they’ll have a very easy interface to get that all in. And then like, you know, going from there, like sometimes we hear from folks, these requests for information are repeated across different steps throughout these processes. But because we collect this all at once and then we’re you know, hooking in to building out a credentialing package, to building out state licensing forms, to building out the payer enrollment forms. Typically, we, you know, we only need to request things once and then we’re able to go about all those other processes very quickly. Does that make sense? Does that help answer your question? Yeah. Okay. Well, the other, I believe there was another question you had for me. So forgive me, I forgot what it was, but maybe… it was about our, you know, typical like deployment and what that looks like. Yeah. And so that becomes deployment and pricing is very specific. So it’s tough for me to say at this point. But like a typical deployment package is typically about eight weeks. And then pricing is very much contingent upon the things that we’re doing. So like the volume of enrollments and so forth. So that’s something that we can get into. But what I would say about our pricing overall is it’s a la carte. We break out all the different things that we do and we can price to exactly what you know, you may need or whatever may be most valuable to you all. Okay. Yeah, that’s helpful. And so one of the other things that I was interested in exploring is like, you know, we, there was some element of, from some of the folks in your team about, you know, having more visibility in the process, you know, maybe the things that can be done to increase the turnaround times, what it sounds like you’re saying is there is a very good process today, and by following this process, there’s not necessarily like gaps or risk of, you know, providers, maybe like billing with payers when they’re not enrolled and things like that, which is really great. The idea is like how potentially can you take this process and sort of like compress it and make it more efficient with the team that you have. And then, you know, maybe accelerate some revenue through, you know, taking what you do well and compressing it down a bit. Is that a fair summary? It?
Deena Clifton (17:39) Is, and I think the challenge is just from having worked in credentialing and at a few in a few capacities that, you know, challenges, you know, you can do 504 199 of them can be flawless and seamless and not a problem. And then nobody ever hears anything about those. Everyone only hears about the one that was challenging or the one that didn’t meet the deadlines or the, you know, the one. And so it’s there’s not necessarily. I wouldn’t say that we don’t have visibility. I would say that the few that go awry are the ones that everyone are aware of.
Brendan Cherry (18:16) Sure. Yeah, that, I mean, that’s that makes sense. That’s kind of how these things go. So, fair enough, the other thing I had noticed is, it seems like, you know, doing a little research ahead of time. It looked like say, over the past 18 months, there’s been, I don’t know if acquisitions is the right word integrations, with, you know, different clinics and systems and you had mentioned that there’s some more coming on board. So, when these maybe integrations or acquisitions happen, is that the right way to phrase it from your opinion? Do I have that right?
Deena Clifton (18:51) So, the behavioral health agency and the fqhc, we’re the technical term is a strategic alliance. They did assume a psychiatric clinic last April, and then the new clinics that are opening are just brand new clinics. They’re not any acquisitions or anything. They’re just new sites that we’re opening as variety care clinics.
Brendan Cherry (19:15) Okay. One of the, I guess we, one of the things that was interesting and we’re always going with this question is I was wondering if you guys were dealing with a kind of like multi tin complexity when, you know, enrolling folks and, okay. So it’s all under one tax.
Deena Clifton (19:29) Id, everything’s operating under one tax id. We have a few contracts that are writing out under the, tin of the clinic that they did acquire the psychiatric clinic, but those are just writing out until everything’s switched over. So, everything’s under one tax id.
Brendan Cherry (19:47) Okay. And I guess, you know, from your perspective, I know you’re not new to this work, but maybe new to the variety care role, what would you say is like the, you know, the, when you think about the processes that exist today, and, you know, your interest in looking at services like medallion, you know, what’s the biggest change or unlock that you’re looking to get from, you know, maybe looking at technology for these types, of, of operations?
Deena Clifton (20:16) Honestly, efficiency is always at the top of my mind. You know, you know, you have to pay staff to do things. And unfortunately, sometimes you pay staff and they don’t do things. And so, the way that you can add efficiency into a process that’s not dependent on the people as many people, is always something that I am looking for.
Brendan Cherry (20:41) Okay. No, that, that’s helpful to understand. And, I could see where that would be, you know, a priority if you’re kind of dealing with, you know, folks leaving that we’re handling these responsibilities and then thinking about how to backfill them while keeping up with, you know, what the volume looks like. And to that point, you know, some of the things that we look at with folks more understanding where we can fit in is understanding like how many providers exist today. And maybe what you see coming over the next, you know, six to 12 months in terms of onboarding. Do you have a sense of what that looks like at the moment?
Deena Clifton (21:16) No, I knew you were going to ask and that’s a great question. We should probably both know.
Brendan Cherry (21:21) Yeah, no, fair enough. I mean,
Deena Clifton (21:23) I’m still getting my bearings and so I’m not 100 percent sure of current provider count. I know that I happen to have stepped into this role when there was a bit of a lull in onboarding. So, I don’t even think that my experience over the last few months has been fair or has been representative of what it looks like in the course of a normal quarter. So I do not have that information for you today.
Brendan Cherry (21:48) Sure. No. And that’s fine. I mean these things can be kind of lumpy, right? So like if you have some new clinics coming on board that may obviously necessitate… some hiring. And then there’s a big surge. So these things are never really linear. I guess to that point, one of the other things we look at is a lot of times these conversations start with how folks are potentially growing and getting ahead of that growth where automation can come in and help. But one of the other things that we, you know, where our service operates is on things like revalidations and recredentialing, do you have, do you, or maybe folks on your team have like a good pulse or good tracking on that today? Yeah, they.
Deena Clifton (22:35) Do the team that we have is really good and they do stay on top of things. They do make sure that things are done. I think that like I said before, I think the process is just a very, it’s… very thorough but it just doesn’t allow for any flexibility. So there’s not necessarily a way to pivot in the middle if something changes or anything. And I think that’s probably what bothers me the most. And then the second piece of that is we just over the last few weeks have lost two people. And so, I’m kind of trying to decide are we replacing those two people? Is there technology that can help us keep just the staff that we currently have? And, you know, that being part of it or what? So we’re kind of in a spot right now?
Brendan Cherry (23:28) Sure. No. And that, yeah, that makes perfect sense. And I can definitely understand the sort of like operational decision about replacing. I mean, these are the conversations we have pretty often when you say, you know, it’s interesting. When you say pivoting, do you have examples of like what that might look like? Where this has come up and where it’s kind of had an impact from what you can see, yeah.
Deena Clifton (23:49) So for me, it’s really what I talked about a little bit before the difference in the providers. So if you’ve got someone coming fresh out of school that doesn’t have a license has never been credentialed anywhere versus somebody who’s coming to us from a hospital that was already credentialed with major payers, already has an existing medicaid contract already has, is licensed.
Deena Clifton (24:08) They don’t have a supervising physician. So they already have their license, you know. So for us, currently, what I’ve noticed is it’s a standard 90 days no matter what. And in my mind, if you’re coming as an MD who’s currently been working and billing medicaid, you’re probably more of a 10 to 14 day window, not a 90 day. Yeah. And sure, you can’t see all payers. The other pivot that I look at is service lines. So if you’re working in urgent care, sure your time might be 90 days because you have to be able to see whoever walks through the door. But if you’re family meds, or peds, and our medicaid percentage is 70 to 75 percent medicaid.
Deena Clifton (24:44) I don’t need you to be credentialed with every payer before you start. I can get you on board and you can see 70 percent of our people. You know, as soon as you have that medicaid contract in place. Yeah, that’s what really, I mean by it’s kind of a static process that doesn’t really take into consideration different circumstances or different situations around different provider types, or different spaces… where the provider’s coming from. Yeah.
Brendan Cherry (25:09) I see what you’re saying. That actually makes perfect sense. I just wanted to make sure I was tracking there. So it’s yeah, there should be a difference between folks that are already credentialed versus new folks coming on. Yeah. And depending on what kind of care they have, like as to your point, how many payers are they enrolled with, or where’s the primary source of revenue? If they’re mostly medicare, that may be easier than a provider that has to be enrolled with, you know, 10 or however many different payers, right? Yeah, for.
Deena Clifton (25:36) The behavioral health side that I also work at, we’ve always hired and then credentialed. So we’ve always had incentive to get them credentialed fast because we’re already paying them to be here. And so, this whole idea of credentialing and then hiring is kind of new to me, but I’ve made lots of observations in my short time, just about things that I think could be a little bit different or a little bit smoother that I think really help our leadership buy into the process more.
Brendan Cherry (26:05) Sure. I know we’re coming up on time and I really appreciate all the information and you spending some time as I say, I think from where I sit, I can see a couple of things that we’ve talked about. One is the provider onboarding experience and what if anything can be done to speed that up and maybe make it a little bit more seamless, especially for new hires where this, these processes may be a bit foreign to them and they need a little bit more help. Like where can the technology come in and guide them through these processes? Make it Symplr and ultimately get them enrolled credentialed? And so forth. Quicker. The other aspect is sort of an operational kind of pivot point where you’re at where you’ve lost some folks and you’re looking between technology and maybe hiring new folks to handle these processes. And then finally, you know, having some operational flexibility depending on the provider type, where there may be opportunities to get people enrolled much quicker than the 90 days that you’re seeing today, you know, just by, you know, leveraging existing data, and processes and enrollments that are already in place. Is that a, is that a fairly fair summation from your perspective? Great. All right. What I would say… you know, in terms of next steps which may be helpful for you, and us and kind of get a better understanding where we can fit is I could set up some more dedicated time with one of our solutions consultants and we can give a demo and talk through these things that you’ve brought up today so you can see what the platform looks like. You know, from the perspective of everything that we just kind of summed up. I’m also happy to send like just a follow up maybe like two pager, that kind of highlights some of this. And where, you know, I can see us initially fitting in. And then some things that may be helpful doesn’t necessarily need to be for the next call. But just over time, like, you know, the kind of things that we want to think about is, you know, what does, you know, maybe provider recruitment and onboarding look like over the next six, 12, 18 months… understanding like the payer mix depending on the provider type. And that will let us be a little bit precise as to how we prescribe like averages on turnaround times and how we work with those payers. But I think, you know, kind of to sum that up, you know, a demo to go through these processes we just discussed and a little bit more information and we can give, you know, a pretty solid presentation and kind of go from there. Does that make sense? From your perspective, yep.
Deena Clifton (28:36) That sounds good.
Brendan Cherry (28:37) Excellent. And then Nina, is there anyone else from your side that would be, you know, helpful to have for this kind of demonstration or do you want to just keep it for us for now? I’ll.
Deena Clifton (28:49) check, I think… if it’s doable. I think I’d like to see it first and then bring others in if it, as we kind of progress through because I think sometimes people who don’t necessarily always understand every bit of the back end, get really excited about things.
Brendan Cherry (29:09) Yeah, sure. That.
Deena Clifton (29:10) Maybe don’t end up being feasible. And then now you’re having to go back around and say, so sorry, you know. So I would love to see a demo and I would love to kind of take that next step with the option of bringing others in depending on how that goes.
Brendan Cherry (29:27) Yeah, that would be great. Do you have your calendar in front of you at the moment? I could take a look at some times when we’re available. Yep. Sorry, I’m trying to figure out where my calendar is. I always have a ton of tabs.
Deena Clifton (29:45) Yeah, I have two calendars because we have two companies.
Deena Clifton (29:49) So I kind of live between two different things, trying to figure out where I’m supposed to be and what I’m doing.
Brendan Cherry (29:56) Yeah, yeah. I did eventually figure it out. I just had to click around a bit, but, yeah, we actually, I don’t know if this is too quick, but we have a lot of time Friday afternoon between like one and four eastern, which I guess would be like 12 and three if you’re Central Time.
Deena Clifton (30:15) We actually have ehr, upgrades happening on Friday afternoon. So I’m not available on Friday.
Brendan Cherry (30:21) So, I take it. You don’t want to cancel that?
Deena Clifton (30:23) Well, we’ve cut it off enough because during testing, things have come up. So we’re finally clicking the button. So, I’m also out of the office on Monday and Tuesday next week.
Brendan Cherry (30:38) Okay. Well, we do have Thursday between nine and I guess that would be eight and 12 30 your time and then two and three 30 your time… and then that Friday next week is also pretty open… if you’ve got Friday.
Deena Clifton (31:07) Like… between 12 and three Central Time, that’s probably the best, the 20 seventh.
Brendan Cherry (31:16) Yeah, perfectly fine. Some.
Deena Clifton (31:18) Time in there would probably be the best.
Brendan Cherry (31:20) Yeah, no, that works. I will, I’ll send you an invite in a moment between 12 and three central on Friday and, you know, we’ll pick up from there, perfect. But, yeah, again, thank you so much. Is there any, anything else that may be helpful in terms of follow up or any last questions?
Deena Clifton (31:36) I don’t think so. I think I’ll look for the two pager and then look forward to the demo?
Brendan Cherry (31:41) Awesome. Well, thank you so much, Dena, I hope you have a great rest of your day. Thank you guys and happy belated st Patrick’s day. Yeah.
Deena Clifton (31:47) For sure. Thank you guys.
Brendan Cherry (31:49) Bye. All right. Take care now, bye.