Transcript
Josh Hartle (00:00) amen, how’s it going? All? Hey, happy Friday. Hey, happy Friday.
Erica Lloyd (00:50) Here’s, Paul. Good to see you again. How have you been?
Josh Hartle (00:53) Good, good. Happy. It’s the weekend. Not a bad week. It’s just been a long week.
Erica Lloyd (01:01) Yeah. Any good plans?
Josh Hartle (01:03) I think we’re having a party family party for a birthday this weekend that’s about it.
Pholzak (01:09) I.
Josh Hartle (01:09) have three kids, so that kind of eats up my weekend.
Erica Lloyd (01:12) How old are they?
Josh Hartle (01:14) Five, three and one?
Erica Lloyd (01:16) Oh, wow. You have your hands full. We.
Josh Hartle (01:19) Do we, do? They’re enjoying it?
Erica Lloyd (01:23) That’s a lot. Mine are five and nine. So I’m a little.
Josh Hartle (01:28) You’re at least on the other side where they can still bathe themselves, go to the bathroom. We’re not quite there yet. Yeah.
Erica Lloyd (01:34) I will say it does get a little easier a little bit.
Josh Hartle (01:38) Awesome. Something to look forward to.
Erica Lloyd (01:40) Almost there. Hey, Paul. Great to meet you.
Josh Hartle (01:44) Thank you for meeting me Paul.
Pholzak (01:53) That’s right. Yeah, good to meet you too. And.
Erica Lloyd (01:56) Welcome. Congratulations on the new role.
Pholzak (01:59) Hey, thanks. Yeah, I’m pretty excited about it. It’s a fun place. Yeah.
Erica Lloyd (02:06) Well, thanks so much for hopping in here. So I guess we could just do a quick round of intros, Paul, and then we can jump right in. So, my name is Erica Lloyd. I’m enterprise account executive here at medallion, been having conversations with josh and Armita for a few months now, so we can kind of catch you up to speed. And I am located in New Jersey.
Pholzak (02:30) Okay. And.
Mallory Smith (02:31) I’ll go next, I’m Mallory smith solutions consultant here at medallion located in Nashville, Tennessee. Yes, I do love country music in case that was like the burning question on your mind. I’ve been in the provider data space for roughly 10 years or so. Now, I’ve worked at a number of different credentialing companies. So I’m here to support the conversation from a technical perspective.
Pholzak (02:52) Nice.
Josh Hartle (02:54) Y all know me, josh. I’m director of provider enrollment here at carilion.
Pholzak (02:59) Yeah, and yeah, I’ve come here from st Louis. I was with a vendor for four years before I came here, but I have had previous experience as director of recruitment for physicians and apps about seven years outside of Cleveland, Ohio.
Pholzak (03:14) I relocated from st Louis to roanoke. And yeah, a lot of people that I’ve worked with in st Louis. Made a lot of runs down in Nashville. It wasn’t that far.
Mallory Smith (03:25) I thought, so. It’s pretty often. I’ll run into st Louis on broadway.
Pholzak (03:29) Yes. Yeah, yeah. Yeah, it’s kind of a fun place for people to run to.
Mallory Smith (03:34) It’s just close enough for a road trip, absolutely. Yeah.
Erica Lloyd (03:39) Cool. Well, welcome to Virginia. Hope you’re enjoying getting settled in there. Yeah.
Pholzak (03:44) Oh, it’s beautiful. I mean, it’s just beautiful it.
Erica Lloyd (03:47) Is I spent six years in Arlington outside of DC? Oh, okay. I lived in Reston part of time and Arlington part of time and we would take road trips down sometimes to charlottesville and it’s so beautiful down there near like William Mary. Yeah.
Pholzak (04:03) Yeah. Give me one second.
Erica Lloyd (04:07) Sure.
Erica Lloyd (04:12) Are you guys all on site? Are you working?
Josh Hartle (04:15) I think he’s on site. I’m remote today. So, nice. Yeah, we get a few hybrid days.
Mallory Smith (04:21) That’s the best schedule honestly.
Josh Hartle (04:23) It is, it is. Yeah.
Erica Lloyd (04:25) So, so goal for this, I think, you know, having the conversations with Paul and Armita, I think would be great to just understand a little bit more about the use case of medallion at carilion after those conversations certainly don’t want to assume we understand fully Paul, we have some hypothesis here from that, so we can start there. And we could just also provide an overview of medallion negronis, yeah. And that will kind of set us up to run a customized demo for you. Yeah.
Pholzak (04:54) I mean, you know, I mean just, you know, when I got here, right? I, the first thing that, you know, kind of was a red flag was that, you know, I was told that we try to hit our start dates. And so I inherited that problem up in Cleveland. It took us two years to fix it. But I mean, and the same dynamics are here. Yeah, it’s just a little, you know, bigger house system, more exaggerated, but it’s the same dynamics which is twofold. There’s not a lot of communication between the different moving parts of the organization that need to get a physician to have all of their credentialing paperwork. Let’s just call it that, you know, submitted in a timely manner. It’s all pencil and paper still and on the flip side, the contracting side of it as well as part of that process like anywhere else and that goes through legal and finance, right? So this, you know, so part of the part of our fix here from this and start dates is well, legal finance, but also credentialing. So, you know, today’s conversation is really about that part of it. And then it comes in two flavors, right? It’s the, what do we do? Well? What could we do well? Or what is our responsibility for? You know, getting all the credentialing information and prepping the candidate to go through our, you know, our process here. And then, you know, how do we work with the X factor with finance with right? With actually with legal and with credentialing? And the X factor is the candidate, right? Rich or behavior. And, you know, for a number of years, you know, I just, we tracked our candidate pool as we worked with them through the entire recruitment process. And we just found out at the end of the day, you know, the data was pretty cool and it showed two things. They’re either candidates are engaging, they answer calls, they schedule with you, they fill things out in a timely manner. They ask questions that they’re not sure, and they hit timelines that you ask for and things go pretty well. And then you have those that don’t and I mean, and I don’t know, you know, again, I’m sure you guys see the same thing. I mean, there’s very few people that kind of go in the middle of the road which is they’re engaging and they fall off or they’re not engaging and they just somehow find, you know, see the light and they all of a sudden they’re super engaging. It’s just and that’s the part about today’s conversation, which is, you know, how do you, how? Do you manage that side? How do you manage the candidate’s behavior which is not right, has nothing to do, has nothing to do with an electronic process, right? If they’re not engaging in the process, it could be, they could be hand delivered by, right? And somebody could come and say, I’ll fill this out sitting next to you and if they’re not engaging, it’s not getting done, right? So that’s the big piece about this conversation today because if I have a good understanding of how you manage that side of the equation then, you know, the rest of it then, you know, josh and I spoke briefly, but yeah, I’m more inclined to be interested in the hybrid option here, having boots on the ground here, having talented people here to be able to be part of the process. But, you know, I think, you know, that symplr made a promise to us about having a fully electronic credentialing process that was supposed to be live last year this year so far and they’ve gotten pushback to say they’re going live with that in the summer because we already paid for it. But that has been a criticism about our process because it is still paper and pencil. And then the last thing is sure, can the team be more effective? Can they be more accountable? Can they be more efficient? Do they get hung up on certain things? Yes. Do I have, do we have a director and a manager who really work hard and work a lot of extra hours that we’re aware of to help out with the, you know, the inefficiency sometimes the process of the people. Yeah, we do. Yeah. So again, today just is, you know, rather than go into, you know, kind of how you do it? Yeah. I mean there’s two things. One is, how do you manage the candidates side of things?
Mallory Smith (09:30) Yeah, absolutely. Paul. You might have asked a couple of questions just based on what you provided first. Thank you for the insight there. When you said it took about two years to clean it up at the previous organization related very well to that. That’s something that we’ve run into before. So ultimately, my first question whenever you credential your providers just to make sure we’re talking the same language. Are you credentialing them to ncqa standards?
Pholzak (09:56) Yes. Okay. Yes, we just went through that. Yeah, we had some things that we need to clean up. But yes, the answer is yes. Okay.
Mallory Smith (10:06) Awesome. Thank you. I completely hear you as well when it comes to managing people as well as the process. So what I’ll say, of course, we’re fully electronic with medallion. You don’t have to wait until the summer to get a fully electronic credentialing process. I’d be more than happy to give you a visual there. But what I will say is that it’s really good to hear that you like the hybrid approach that you would still have boots on the ground because where we have caqh, automatic integration, we have AI agents that help call text the providers. We have document QR Code scanners. It’s always better to also have people on your side as well who can help track down those providers because unfortunately, you do have to pester them until they do respond. So hear you loud and clear there more than happy to talk about that as we continue our conversations, but appreciate the insight there. Yeah.
Erica Lloyd (10:58) Thanks mal just some questions. So I think I also just want to talk about candidate behavior like at the end of the day clearly like, you know, we can’t necessarily impact candidate behavior because they’re certain if, they’re engaged. But what we can do is make it easier for them. And so we can show you kind of in platform how we do that with like just different things like some of our direct integrations that make it easy. So they’re not tracking down paperwork and different things that we have in place. I think just a couple of things when you’re saying that you try to hit start dates, that was a red flag. Yeah, how often are you missing those?
Pholzak (11:41) 58 last year?
Erica Lloyd (11:42) Okay. And,
Pholzak (11:45) we already got some missed ones this year.
Erica Lloyd (11:48) Okay. 58 out of how many?
Pholzak (11:53) No, I don’t know but my statement to everyone, I’ve talked to the clinical leadership and also the team and the team here is that, I don’t care. It’s zero, okay, because it’s not a good experience for the candidate. Yeah. Okay. And I do think that we own that. I think we own that. I think we own that from the legal side. I think we own that from the credentialing side, what I’d like to do which already had a missed start date this year, right? Literally a couple weeks ago. But I can tell you with confidence, we spent a lot of time talking to the moving parts in the organization including the candidate and we did get his credentialing package and he did complete it and we did hit everything except for the fact he didn’t sign his contract because he lawyered up. Now. That doesn’t have anything to do with anything. But technically speaking, he’s in the missed start date column. But that was the fact that he did not sign his employment agreement and we could not push him through to our final stage of credentialing because we need a signed agreement to be able to fully put him through the credentialing process. And so he didn’t so, therefore, because he didn’t right? He was already pushed out. Now, he’s got to go wait another month to go to the final approval meeting to be able to go through credentialing and be employed and to hit his start date. And he’s going to miss it that’s on him. But that’s the contracting side. So we already did one time already go through and say with confidence in how we work the process that we could through our manual process. And it was a lot of extra conversations and meetings and emails. He did. Technically speaking, he had everything done from the credentialing side to be able to hit his start date. And that for me was we can do this right? If it was electronic and there was a way for us to have run a report to say it’s been so many days. This is the target date. He or she hasn’t returned it. This is the performance metrics because what we’re doing is well as from being data informed, right? We’re tracking milestones, understanding timelines about time to fill and interview, and all that other stuff. We’re going to integrate this as well into the credentialing process, which is we can do this, the team has committed to and we can credential somebody in 90 days. It’s not a problem. And it’s not tearing our hair out either. It is just the fact that I don’t think that we have, and I know we don’t have a process that can say, this is the date it was the credentialing packet was delivered. This is the different milestones we need to hit to keep things moving along. Where are we? Who’s done it? Who hasn’t how are we reaching out? Is it yellow? You know, I like green, yellow and red, right? Are we in the red zone on this? Are we in the yellow zone? Are we in the green? Can we have that, can we work with the team, the hybrid team, right? In this example, what are we doing? How are we addressing this? Because what I’d like to do and what I think we can do is that on your end of it, things are very smooth, easy to use, very straightforward. Now, the hybrid team, right? Ends up saying, what are we doing? Which is what we need to do is the candidate management side of it? Because if they’re doing what they’re supposed to, it should be no problem.
Mallory Smith (15:28) And a quick question with that. Sorry Eric. No problem. So you mentioned you have you’ve allotted 90 days to complete the credentialing process first? Does that include the committee meeting as well?
Pholzak (15:40) Yeah, that would okay. Okay. They stacked hands and said they’d commit to that. That’s what we did up in Cleveland? Yeah. Okay. Financial excitement. When I talk about payroll, right? The payroll met up in Cleveland, the way we had it structured. It was always again like in the weeds, we worked with them too, and eventually had a great process to where we actually, when we had contracts in place and we had higher dates in place, those corresponded to what was best for the organization for pay and enrollment, which always was a 30 day lag time based on the way we had it set up in the Cleveland area and how they did business with our health system, right? We had an entire team that did that and they were part of our discussions about what date is the candidate starting right? That’s how you, right right now, we got some, we just got some other stuff like, you know, we can work on that at the same time.
Mallory Smith (16:32) Absolutely. So with your committee, are there any specific policies that all files have to be reviewed in person together? Or the ability to vote asynchronously? But then come together and view the files in totality. Would that be a possibility?
Pholzak (16:48) No, I don’t know the answer to that, but I would say that… based on what I know, about the cons, I know the voiced… I don’t know what I want to say, the voice just understanding of the fact that we don’t hit all of our start dates. I think we’d probably be pretty open to say we can stack hands. We’ll hit start dates. If we do X y Z. Okay. Thank you. I’ll push back on that. If we’re not already doing what’s necessary… absolutely, just be again, understanding, it’s just paper and pencil. You know, Amy, we’d be foolish not to think that there’s always something that people are doing last minute, this, that or the other thing, right? That’s getting us to hit certain dates if we actually need them, right? Phone calls, inabstention voting, you know, whatever it may be. I know it happens, I’ve seen it elsewhere but, yeah.
Mallory Smith (17:45) Absolutely. Thank you. Helpful. I guess Paul, it sounds.
Erica Lloyd (17:49) like this is what you probably one of the big remits that you’ve been brought in to do is improve this metric.
Pholzak (17:56) Yeah. Okay.
Erica Lloyd (17:57) Is that back? Okay. So right now, it’s is it is, do you know what it’s taking today? Like the total process to credential? So like the total days? Yeah.
Pholzak (18:08) Yeah. So I can tell you what I can tell you what we talk about. Yeah, there is this, it, there is this understanding for many years here that it’s if you file, okay, if you file the form that says that the, it says that we made an offer to an offer, not a signed contract. We made an offer to a physician. We’ll talk about physicians that… if you’re the department out there somewhere that did this, you just say I am today’s, the, and the rule is if I go out 120 days from the twentieth of March, I can write on that contract that, that’s the start date. If I file a form that says today, going out 120 days in the organization, that, that’s their start date?
Mallory Smith (19:15) And, I have to ask, is it 120 days? Just because that’s in cqa, they give you 120 days to credential?
Pholzak (19:21) It’s because, the team said I can do, I can do the 90 and, we bake in the time it’s going to take for them to be enrolled with our provider enrollment. Yeah, that’s where the 120 days comes from, right?
Josh Hartle (19:36) Well, and I think that the hard part too which is kind of pinpoints across carilion, whether it’s enrollment or even Paul’s team is we have very limited data to really know where the reality is. I know that’s where symplr has really failed us in some regards. Like the reporting. There really is no reporting. And so I think that’s something we’d like to see from you all too. Like what is that either default? But then is there custom reporting kind of like what Paul said? Paul wants to know like what are the stages this is in that I want to measure same for enrollment. We want to know where we’re having lag times, that way we can make improvements in our processes. Whereas right now it’s very, we… have some data we can work on but it’s also like gut checking of like, hey, I know this doesn’t sound right. Let’s look into it and, you know, we can get lucky but that’s not the best way I think we want to direct the processes to.
Pholzak (20:32) Be honest with you. The math is just wrong. It’s just wrong. It.
Mallory Smith (20:38) Is, if you say 90 or 121 more time we’re seeing average complete timelines in like 17, 18 days right now. So the fact that you’re saying 90 is mind boggling, I hear you.
Pholzak (20:51) Know, and the reality of it is that in rights of appr, they also track how many organizations complete credentialing within 1,690 or greater than. And then they’re at the 90 day mark. The part about this that I don’t really have a problem with that because we did that for seven years, five of those seven years, we didn’t miss any start dates. And the reality of it is it’s actually a pretty, it’s an okay number. It is fine because if we’re hiring a physician who is attending somewhere, it is, highly likely that their contract says they have a notice period of 9,020 or 180 days.
Pholzak (21:43) You don’t have to go at this wicked fast if in fact, you just don’t need to, right physicians who are coming out of training, right? We’re definitely way ahead of the game on this as well. And where we’re falling behind on this missed start date is actually those who are attendings that’s where we’re that’s where we’re getting beat up because we have physicians who already hired for 20 27. We’re not going to have an issue. We’re not going to have an issue. We, could, we could engage them whenever we wanted to. We can tell them to fill out the, you know what I mean? We, we can manage that. It’s the part about this is that half of our hires are attendings though, and this is where we get beat up, and in fact, take it one step further. This is 20 26. I bought, you know, I moved to st Louis, bought a house and, you know, I was there for a couple of years and bought a house. I bought the whole house. I bought the whole house without actually seeing anybody until I actually had to one day show up for like two hours and sign some papers in person. You know, we just bought a car, you know, a couple months ago, we showed up and signed in person. The final stuff. We bought the whole car online. We’re buying a house right now. The whole thing is we’re signing everything online, right? Documenting. I mean, yeah, that’s where the organization, right? The physician leadership here is just like… why are we still doing this? Why?
Erica Lloyd (23:12) Yeah, that’s.
Pholzak (23:13) where we came in that’s where they failed. That’s why we’re talking. So, in the fact of the matter, we’re talking today. And this is where my head is talking with josh. Is that okay? If we’re going to go electronic… let’s do it. And if we can get some help with an organization who can really like says, I can report out. I know what we’re doing. We can hit a ton of stuff. We have capabilities that symplr doesn’t have. These are the things we’re coming to the table with from an AI perspective, this is how we manage. This is how we do things. This is our performance metrics. This is our reporting. This is where we can say that we know where we need to focus on doing better or we’re doing great or whatever, why not have this conversation? Because what the organization will see on the front end without all this detail, we’re talking about. It’s. Just like fire, everything is electronic.
Pholzak (24:06) You know what I mean? That is where it looks like carilion clinic is actually not in 1980 that were actually 20 first century, let alone, right? 20 26.
Erica Lloyd (24:18) Yeah. Well, health care is a laggard with tech adoption. So, yeah.
Pholzak (24:24) And that news government with two to worse. Yeah, yeah.
Erica Lloyd (24:30) So it’s I mean, exactly. So it sounds like, I mean obviously, there’s an opportunity to identify the root cause. And I think as you’re saying, like as we’re socializing this up to, you know, other, Paul and Don, we’re probably going to need to start quantifying, okay, if we can get the X number of days faster. I’m imagining the reason we want to do this is to that, you can, from a revenue lens. Okay? Do we have, is, do you know, like if there is… an Ar backlog that we’re trying to solve for, and that’s the reason that this is coming like another reason this is coming to a head at this point or is it just like collecting revenue, pulling revenue forward that everyone wants to do?
Pholzak (25:13) You know, I mean, to be honest with you, I mean, between josh and I, we’re just like this makes no sense, right? He’s getting hit. I’m getting hit. Yeah, you know, I’m so I’ll be honest with you. The way I’m looking at it, I was just like, could you imagine any one of us on this call, right? We’re telling you, right? Eric, Mallory, you’re going to start here on April first? And… then we tell you one, you’re not starting on April first or two. You’re starting on April first. But guess what… you’re not, you’re going to be sitting and staring at the walls for two weeks. You know what I mean?
Josh Hartle (25:51) Yeah, I mean that.
Pholzak (25:53) Alone for me is like, no, thank you. Oh, yeah. And then that person’s going to go to a conference in six months. They’ll be like, hey, I was carilion clinic and be like, well, you know, they started me, you know, they started me two weeks late. You know, I didn’t I just got out of training. I was on, you know, I didn’t have any health insurance. So now I, you know, now I scramble for health insurance. I was expecting to get paid. I’m not getting paid or I am getting paid. And now, I do, I don’t do anything. I go there and sit at home. You know what I mean? Yeah, I’d.
Josh Hartle (26:28) say, if the lens is for that Erica, it’s not to say we’re losing a ton of revenue per SE because, you know, we’re delegated. So most of our stuff is back. I think… from a financial standpoint, we’re paying physicians rightfully, so just come to us and they’re not producing any rvus because they’re not credentialed. So that’s where we’re maybe losing some revenue, but then I think it’s also our cash flow because, yeah, sure. We’re going to delegate and he’s going to be up and running in 30 days, but that’s 30 days where cash is going to come 30 days in the future and luckily, we’re big enough that we can handle that, but we’d prefer not to have those abrupt… gaps in our cash cycles. So.
Pholzak (27:14) And the other thing when it comes to parent enrollment, right? Is that is that, you know, to just looking at it beyond us is how, what are we doing? What are we doing for the patients in the community, right? How are we serving them? And by saying, you know, dr, josh is here and I know you’re a commercial payer, blah blah. Sorry, he can’t see you in three months, you know what I mean? Instead of saying he’s here, we’ll schedule out in a month from now because we can say with complete confidence that this process is airtight, and they’re going to be on that panel in 30 days. And, and to the benefit of the practice, we’re not trying to figure it out.
Pholzak (27:58) And then, again, I don’t even know how many conversations josh teams has with, right? Hey, are they on yet? Are they on yet, let alone, right? Versus it’s airtight. They’re going to be on. These are the dates book patients until you’re blue in the face, starting, blah, blah, right? That would be really cool.
Erica Lloyd (28:17) Yeah. So we’ve got to expand patient access. So it sounds like there’s obviously a lot of things we can tighten up from a reporting lens to help. There’s a lot of things from a process standpoint, which we’ll kick. I think we’ll start our demo on the reporting side because that’s always. So we’ll do that and we’ll show you how we do that. And then we’ll go to, I think probably we should go to provider onboarding. And then I think probably payer enrollment would be those three modules. It may have to be a two part demo. So we’ll start with those three and make sure we have time for questions and then we can do others. But I think as we’re as you’re trying to build a business case which I’ll help you do if you want to champion this. I, we have a lot of experience building those so we can help collaborate there. But I think where we’re looking at it is not only the time because like you said, you can backdate those claims josh is that your pay, it sounds like you’re having a lot of like the advanced providers that are a lot of higher salaries.
Erica Lloyd (29:12) And so if you’re paying those to sit on bench, I mean that’s thousands and thousands of dollars per day per provider that you’re not billing. And obviously that’s going to impact cash flow. And I’m sure, you know, working with government payers are probably sore on a reimbursement cycle. All hospitals right now I think are trying to figure out the cash flow. So Don’s probably top of mind for him also.
Pholzak (29:32) Yeah… sounds.
Erica Lloyd (29:35) Like there’s a lot here. So those are the modules I think that’ll be interesting. And I think also just showing you you’re going to love Paul, the provider onboarding experience that Mallory will go into in the platform, show you its actual mobile experience for the providers. So that’ll.
Josh Hartle (29:56) be, and I think something that could be helpful with this. I talked to Paul about this a little bit too yesterday. I love obviously, I know we’re in a sales conversation right now and so like making sure we’re highlighting the best of the system and the turnaround times and whatnot. But I think something that would be helpful for us kind of what you highlighted at the beginning of the conversation too is like turnaround times. For example… I’ve been doing this long, I know really what comes down to is the definition when the clock starts on those turnaround times. And so if you could kind of give us like whether it’s credentialing enrollment? Like when does that clock start? What are some common things you see with your current customers where? All right, well, we can do this in like 50 days, but typically there might be another 50 days before that because there might be candidate behavior that either neither of us can really control. It’s. Just candidate, but it’s helpful for us to know versus we’re champing 50 days. And then if we go down this path, it’s 120 days still and they’re like wait a minute. Josh and Paul, you said this is going to be 50 days. I think it’s better starting out with those disclosures at the front end versus this is what we thought we were told. And then reality is looking a little differently and it was just, we didn’t know what the definition of the clock starting was. So, yeah.
Erica Lloyd (31:14) Let’s make sure we do that. And then as we get down funnel josh, that’s a good call out. So let’s say we’ll be really clear on when the clock starts. Let’s also just understand if there’s any like if we want, we can get more granular and go through your payer list, yeah, and pair it to.
Josh Hartle (31:30) Our payer. Yeah, I think that’s going to be huge especially for provider enrollment and SPR, because we leverage a lot of that data right now in our negotiations. Like we’re like we’ll talk to one payer and like, well, this payer that’s equal to you in the market is doing this at X day at this rate or whatnot… we’re asking you to do this if you’re wanting us to do that. So, you know, it’s very helpful having that data for those conversations.
Pholzak (31:54) Yeah, yeah, no, that’s great. And then we’re okay with that, right? I mean, I’ll give you an example. I just had like two days ago, there was a firm, a search firm that was recommended to me by, it has some long term relationships here at the organization. It’s not a courtesy. I talked to them, you know, and they opened, you know, and it was just a sales call. And then, you know, it ended up, you know, a Guy that started launching into the fact that, you know, they’re filling positions in 40 days and I’m you know, I’m like come on, man, like sure, you can sure like couple, you know, but the average is like 150 to 200 days. You know what I mean? So like, you know, we just, you know, and then I love what you just said josh, which is like let’s just who cares, you know, what? Let’s just talk real numbers here. So we can just basically have a good understanding of, you know, what we can accomplish. But, you know, what are the parameters, you know, where can it, where can it kind of go sideways and where can it, right? Well, sure, we can, you know, again, we can always do stuff quicker. But I think the reality of this is really, I think josh, you know, I don’t want to speak for you but it’s really about like, you know, let’s just consistently hit a.
Erica Lloyd (33:02) Mark. And if.
Pholzak (33:03) it’s 90 days, great. If it’s 110, OK, if it’s 66, fine, but it’s really the consistency piece that is really going to be the goal. Yeah.
Erica Lloyd (33:15) Yeah. And I think we can help give you like a watermark.
Josh Hartle (33:22) But.
Erica Lloyd (33:22) obviously, it’s going to depend on, you know, some things we can control.
Erica Lloyd (33:25) And then there’s some things like the payers, certain payers, so we can show you by payor and, you know, we work with all the government and commercial payers nationally. So we have an R sigma that Mallory has access to that we can pull that data and be really transparent exactly. We wouldn’t want you to have B in that situation that wouldn’t create a good experience for anyone. So I hope this wasn’t a sales conversation, a business conversation.
Josh Hartle (33:52) No, no, no, for sure.
Pholzak (33:53) No, no, no, not at all.
Erica Lloyd (33:55) No.
Josh Hartle (33:56) Okay. And we’ve had great convos before, so I just, I want, I know… Paul can probably speak with his leaders too. We know we’re going to get asked those questions down the road. So just starting it out up front, which you guys have been great working with so well.
Erica Lloyd (34:09) We put together. Usually, what I do is I put together like a really clear business case that collaborates. So that way you’re socializing that up, we can say here’s, the problem we’re looking to solve here’s. The solution here’s. What the impact we expect here’s, the resources we need to implement here’s. The timelines to implement and make it pretty clear for you. So. Okay. So let’s look at next week to do our, to do a demo.
Erica Lloyd (34:35) We could do, let’s see, we have Wednesday, we’ve like 11 30 on. We’re actually, I mean, we’re pretty open. We could do Wednesday at 11 30. We could do Tuesday at two, Friday’s pretty open Thursday afternoon at like three o clock, eastern is open.
Pholzak (34:58) Okay. What day’s good. I’m sorry. Okay.
Erica Lloyd (35:00) We have, do you want to do? We could do Thursday at three, eastern, Wednesday at 11 30 or 10 a. M. And then Friday’s pretty Friday. We’re pretty wide open. Yeah… what do you want to suggest?
Pholzak (35:21) It’s funny. You know, I don’t know if this ever happens to you, but, like you’re just like, are you kidding me? I got all kinds of time on the other side of my calendar and I’m like you’re hitting all the times like for whatever reason, I got to already get stuff with like people outside of the department. So I’m like, you know, yeah, Friday actually… really, I mean, I got something at two o clock. I can’t move nine am. I can’t move, but other than that, it’s open, but I try to leave my Fridays open anyways.
Erica Lloyd (35:49) Okay. Do you want to do 10 30? Does that work? Oh.
Pholzak (35:56) Yeah, probably me, I don’t know about josh. Yeah.
Josh Hartle (35:58) That works for me. Yep. All right.
Erica Lloyd (35:59) We always just block out an hour because there’s a lot to go through. So I’ll send, that… invite over. Like I said, we’ll go through those, start with the reporting module, go through provider onboarding and pay enrollment. I mean,
Pholzak (36:17) even if you want to block it for an hour and a half you.
Josh Hartle (36:19) Know, yeah, I’d open that too. Yeah.
Pholzak (36:20) Just do that way, you know, if we finish early, no big deal.
Erica Lloyd (36:24) Okay. That sounds good. All right. I’ll send that invite and we will see you next week.
Pholzak (36:30) Yeah, thanks for listening, Eric. Thanks for listening Mellon.
Erica Lloyd (36:33) Yeah, appreciate it.
Pholzak (36:34) Have a,
Erica Lloyd (36:35) great weekend, see.
Josh Hartle (36:36) You all next week? This was.
Pholzak (36:37) Great. I really appreciate that. Yeah, for sure. Take care.