Transcript
Nick Scallion (00:00) hey, Nick, what’s up, Nicole? How are you?
Nicolle Hepp (00:04) I’m good. How are you?
Nick Scallion (00:06) All good. I got the sense that Lisa wanted… a demo on this call. So I had josh join, but he’s having a bit of an emergency. This am, so no, josh. So we’ll see if we can keep her. I’ve got the little intro deck if we need to go over that.
Nicolle Hepp (00:26) Okay. Did she email you or you just think from the last call?
Nick Scallion (00:30) Well, the call with Sorenson, she was basically like, so are you going to do a demo or what? And he was like, no, it was kind of awkward. So I’m just going to be ready for it in the event that happens. Yeah, sounds good. I’m going to let Lisa in.
Nick Scallion (01:00) Good morning.
Nicolle Hepp (01:03) Morning. How are you, Lisa?
Lisa Lasick (01:04) I’m good. Thank you.
Nicolle Hepp (01:06) Do you have a nice weekend? I’m.
Lisa Lasick (01:07) starting to log in. You asked me a few questions here?
Nicolle Hepp (01:11) Oh, yeah. Classic Monday morning. Well, hope you had a nice weekend. I’m joined by my colleague Nick scallion, also at medallion who will be running our introductory call today.
Nick Scallion (01:23) Hey, Lisa. Good morning. How are you? Good.
Lisa Lasick (01:25) Morning, I’m good. Thank you.
Nick Scallion (01:28) Awesome. Well, sounds like you and Nicole had a little bit of a chat last week. So really on these conversations just trying to provide you really with enough information about medallion for you to determine if there’s any meaningful improvements that we could drive that would warrant further conversations.
Nick Scallion (01:47) It sounds like from your discussion with Nicole, it sounds like your team’s doing quite a bit of payer enrollment volume and there’s a desire to get into some type of delegated credentialing agreements with some of the commercial payers you folks work with. So maybe we can kind of start there. And it sounds like, you know, you were at least anecdotally aware that medallion does offer some professional services to help with delegated credentialing setup. So maybe we start with that. If it seems like that’s kind of a project that you’re most interested in expanding on over there. So, where are you folks at with the delegated credentialing application process with some of the payers you’re working with?
Lisa Lasick (02:25) Well, our main focus the last couple of years was to work with optum. Yeah, but when we reviewed what was required in the delegation process with them, we declined. Okay. So we kind of just kind of let that go for now. And the problem that we’re having with that is that we can’t apply for any more professional groups with them because of that. So we just have institutional agreements with them. We no longer can have physician groups. They have to be individually credentialed physicians and providers. So it’s still fine with us but it’s something that we definitely obviously want to go back to if we can. But just the amount of responsibility in the credentialing world for optum is about 300 different tasks and line items that they expect us to accomplish. So it didn’t make much sense for us.
Nick Scallion (03:22) It’s frustrating isn’t it, the payers have a lot of demands and requirements when you want to delegate. But when you send out an application, they’re not really willing to hold themselves to the same standards. Are they?
Lisa Lasick (03:32) Absolutely. Well, that’s what I kept saying. It’s like you guys are going through all this because I don’t see you asking the right questions in the application process nor in the follow up of those applications in the process that you request. So it’s just amazing to me but.
Nick Scallion (03:48) Yeah, that’s frustrating. So, optum, the main conversations there were primarily starting probably out of necessity because without delegation, there would be a lot more individual physician payer enrollment applications you’d have to submit whether it’s via backfilling existing providers or just growing into new locations and expanding so that’s clear on the optum side with the other commercial payers. Had you also been thinking about that just from the speed? Yeah, and then sort of accelerating the response times associated with payer enrollment for delegation. Or was this really just a discussion more out of necessity with optum?
Lisa Lasick (04:21) Just discussions because we figured that, you know, all of the payers are going to want similar ncqa guidelines. And so we did download all the… training documents needed to pursue delegation. But at the end of the day, it’s like I feel like they’re putting us in their payer requirements page and as them being a delegated organization themselves and standing up for their, you know, requirements as a payer and not the opposite side of the fence, which is what is really the responsibility of the facility and the providers that service that. So I was just like floored a little bit. So I’m like I don’t think the standards are the same. And so you’re expecting us to do your job is what I feel like. It’s like what your requirements for ncqa are going to get fulfilled by us requiring, you know, fulfilling what your needs are. So I felt like this is like a lot of work for not any, not much reward, you know?
Nick Scallion (05:23) Yeah. And the reward so to speak, that some of our customers typically justify getting a delegated credentialing is not having to wait, you know, what can be 60 90 120 days for some of these commercial payers to provide that approval in network notification, correct? And it sounded like I, Nicole shared some notes with me. So thanks again, Nicole for that, but it sounded like, you know, maybe, you know, 50 to 100 providers are being onboarded per year both from some of the new locations. And then naturally folks will fall out of network, take new employment elsewhere. So are you folks, Lisa, from your perspective, are you folks seeing any receivables or challenges or bottlenecks occurring from delays from the payer enrollment that you can’t really control? Just kind of waiting for these payers to have the providers in network.
Lisa Lasick (06:15) The only thing that we really rush through is the medical directors and the nurse practitioners on the medical side, which that staff stays more stable than the clinical side. The clinical side is the one that’s up and down and left and right, you know, in and out people, our medical staff stays pretty stable. So, you know, from that perspective, we try to enroll them before their start dates or attempt to start the enrollment process before their start dates so that we can get a handle on getting them done quicker. The only one that we have the biggest challenge with delays in enrollment is cigna, they’re taking six to eight months. It’s ridiculous. They’re horrible.
Nick Scallion (06:55) That’s insane. Okay. It is.
Lisa Lasick (06:57) Insane.
Nick Scallion (06:59) Okay. And that’s helpful. So I think go ahead.
Lisa Lasick (07:02) As far as what we see like since we’re mostly inpatient, so we have, most of our revenue is coming from an inpatient perspective. Not so much the professional side. We do bill some professional claims under the clinicians and under the nurse practitioners, but that’s not where our revenue really comes from. So when it comes to billing for the services of those providers in an inpatient setting, we’re billing them under the medical director. So we don’t have a lot of delays in, you know, necessarily with enrolling them because we have other medical directors that will co sign the notes in the interim. And so we’re able to see our patients and bill for our patients in the interim while we’re waiting. So we haven’t seen too much of a problem there. What I’m looking for, you know, when we talk about delegation is the ease of just adding providers to a roster, you know, and being able to just credential them like we normally do internally because I think we do an excellent job at that. We use credentialstream. I’m sure Nicole had mentioned to you. Yes. So we’re doing continuous monitoring. We’re doing ongoing monitoring. We’re you know, I laugh because they have reappointment schedules and it cracks me up because we’re doing continuous monitoring. It’s almost like we’re reappointing them every month.
Nick Scallion (08:17) Right? We’re.
Lisa Lasick (08:18) checking licenses, we’re on continuous mpdb, we’re doing all the right things from, you know, credentialing and licensing standpoints, and, you know, I don’t know we’re overkill on that, but it’s not difficult for us to do that because it’s all automated for the most part. This.
Nick Scallion (08:34) Is interesting. So you’re already doing some credentialing to advanced recovery’s standards in other words, to kind of vet these providers and also get in front of any issues that might prevent any claims. So, you’re already doing essentially credentialing, just not getting the credit with the payers for delegating credentialing.
Lisa Lasick (08:50) Correct. Yeah. I mean, we do a very extensive background screening. We now use checkr as our, you know, we have a good onboarding system where we’re doing all our background screening based on state requirements in every state that we’re in and running the correct background screening. And we do a process before they actually are hired that if anything derogatory comes up on a licensure, we’re downloading all the credentialing documentation, disciplinary actions. And we’re forwarding that to internal executive leadership team. We don’t even forward it with the hiring manager. We go straight to the top and then we let them, you know, take a look at the documentation and decide if they still want to proceed to hire. And then from there that’s all I need. I don’t need to be the person that’s a judge and jury to decide whether they move forward, I just need upper leadership to make that decision because we’re in the mental health space. So we give a lot of forgiveness to people in their prior discretions, and, you know, especially if it’s related to alcohol or drug abuse and things like that. So we give a lot of forgiveness there. So I’m happy with that. As a company, I think that’s a great thing that we do sure. So that’s the process that we internally do we don’t really have, I have a credentialing meeting but it’s not to discuss who’s coming on board.
Nick Scallion (10:09) Yeah, it’s a little bit of a different purpose than probably the set committee review that probably ncqa would want you to have. Sorry.
Lisa Lasick (10:19) Okay. Choked on my coffee. I guess the purpose of that, you know, for us when it comes to like the credentialing meeting, we don’t have enough people to discuss.
Nick Scallion (10:35) You’re only maybe doing three or?
Lisa Lasick (10:36) Four a month, right? We’re discussing them before they get hired. And we don’t want to delay the onboarding of someone to wait for a once a month meeting. You know what I’m saying? So if it’s the third week of the month and somebody comes in at the very end of the prior month, we’re having to wait a full month before you can proceed to hire. That doesn’t make sense to us, right? So we’re doing all that decision making at the time they’re in the onboarding process. All that stuff is happening before they actually step in the door.
Nick Scallion (11:04) Yeah. Okay. This is really good context and I think that if conversations to get into delegated credentialing agreements is back on the forefront. I think the fact that you folks are already doing some credentialing internally will help because a lot of the prospective customers that we speak with that want to enter into delegated credentialing agreements, they don’t have any experience doing any credentialing. And so typically payers will want to look at like a backlog and understand, have you already been doing credentialing and if not do so for several months before we re engage in those conversations where medallion can assist. We’ve got quite a few folks on our operations team and they’re strictly dedicated to helping our customers setting up delegated credentialing agreements, as well as supporting audits that are going to happen every couple of years with these payers as well. So I’ve actually got a guide that I can send you Lisa following this call. But essentially, we’re we really play a part here is our prospective customers will figure out which payers they want to even enter delegated agreements into with. And so it sounded like conversations started with optum, maybe revisit that. There could be some bang for the buck there. If you can get away from those individual physician applications that will have to be sent. And then cigna, gosh, if it’s taking six or eight months and you can have them on a roster and a week or so. Yeah, there’s probably going to be some benefit there. So the first phase is really looking at the landscape of who you’re contracted with, and then understanding that medicare and medicaid, if you take those plans, government payers are not going to delegate, but any of the commercials. Yes, right? So there is their benefit in doing so. And then where medallion plays a part is really helping you through that application process and setting up the policies and procedures that ncqa wants to see. So you’ll basically have a counterpart on the medallion side that specializes in the payer contracting piece for delegation. And then as an ncqa cbo? Right? So medallion can handle that credentialing on your behalf and remove the necessity for you folks to be ncqa accredited. Are you folks accredited by ncqa that’s another, right, pretty big bottleneck that can take, you know, a year 18 months and also has a fee associated with it. So as an ncqa cbo, once we get those delegated agreements set up, medallion can add those credentialing packets ready within one business day. We’ll also work. With you to understand what the roster requirements are because each payer may have a little bit of nuance. So we’ll understand, okay, here are the 10 rosters that you’re setting out on a monthly basis. We will generate those for you folks. And then we also sounds like you’re already leveraging an ongoing monitoring solution with healthstream, but medallion also has ncqa ongoing monitoring as well for all the primary source verifications that are required as part of that. The other thing I would just mention, right? As you know, right? The payer enrollment applications. I don’t know how many folks a typical provider is enrolled with, but let’s just say it’s you know.
Nick Scallion (14:04) If you do obtain some of those delegated agreements, naturally, the number of applications per provider is going to go down. But where medallion really stands out against healthstream or prudential stream, whichever name their go about is or any of the other vendors, is that a lot of the investment that we’ve made into automation and technology is also leveraging the technology to get applications submitted faster. So whether it’s a PDF or there’s a portal or there’s some of these that are still required to be hand filled, right? Leveraging the information that medallion has in our platform and then kind of form mapping those into payroll and applications such that we’re getting them submitted substantially faster. And we have a service level agreement that guarantees how quickly we get those submitted. But we’ve also got some national relationships with payers where we can a add folks to rosters directly even on the enrollment side. But then we also have some capabilities on the follow up side to try and nudge these folks so that if cigna allows for you to follow up with your contact within 10 business days, we’re doing so, right? So we’ve got humans that can make phone calls. We also have some AI bots that can make phone calls. And some of these are like portals as well where we can have some follow up. So, the idea being trying to close the gap on the direct enrollment side and then just kind of speaking inversely, one other thing I just want to mention Lisa is that we do have a direct integration with caqh. And I know some other vendors can try to pull information from caqh but we’re a participating organization which is recognizable at kind of how payers are in caqh. So that if we were inviting you, Lisa, if you were onboarding, we would send you an email and say, hey, we need your first last npi and caqh id. We don’t even need your password. And then it takes a couple of minutes and we’ll pull all the information from caqh. So that by the time you as a provider or an advanced recovery administrator, look at your profile, 70 percent of the information we need for payer enrollment is already there and it’s a nice modern digital UI, right? Instead of having to manually key in a whole bunch of other information. Sorry for that long winded overview there, but just wanted to kind of provide some context in where medallion is focusing here.
Lisa Lasick (16:15) And that’s an interesting concept. I have never really thought about importing the garbage that’s in caqh into my platform. I’m sorry, I can tell you where we challenge with caqh. It’s like we manage our provider caqh. So when it comes to uploading the cois, when it comes to making sure that the credentialing contact information is there, and everything, we struggle not so much with the platform itself in caqh but the fact that the providers have other jobs. So they’ll have moonlighting jobs and they’ll delete our location. They’ll you know, do multiple things that we have to restore. So, I mean, that’s a… I don’t know. I never thought of it to go that direction because we take all that credential seems a little different. They have what they call a credentialing hub. I don’t know if you’re familiar with their terminology. We only use it for the medical staff. We do not use it for the clinical staff, but it basically how it works is the providers actually kind of go online into a portal and they fill out all the information there. So they do have the option to import the caqh at that time, but it just requires a list to fix a lot of stuff anyway. So yes, they have an importable option. They’re integrated with caqh but, you know, like… I said, caqh has got its own challenges as far as, yeah, so we end up having to fix a lot of stuff in caqh anyway. So I could just, I’m not trying to put you on the spot. I’m just going to kind of give you like what my experience has been with importing caqh data. So, so.
Nick Scallion (18:02) What you can see, so and I’ll share this in the demonstration. We say if there’s enough alignment, probably just call it. What I recommend is like a 45 minute demonstration to walk you through a live environment. And so what you can see in the caqh import is that if there’s any discrepancies or there’s multiple options for one of the fields like locations or licenses, something like that, you can see the options that caqh has in there and decide which you want to have imported into your template. So you can see that or your profile. I should say. So the idea being that there is sort of a layer there, a correctioning layer just to make sure that we’re looking at and pulling the right information in. And I just want to be clear not every single one of our customers leverages the caqh integration, right? It is easier for folks who have providers who have clean caqh profiles, right? If that information is already up to date and being attested to pulling that in is beneficial. But if that’s not the case, we still also have like a option where we can like read CVS right? So like a resume scanner to kind of get the profile started that way. But then also the provider can fill in the information themselves and, or an administrator. So the idea being that we have both options where providers can interact directly with the medallion platform or an administrator on your team can kind of be that liaison as well. Okay. I’m.
Lisa Lasick (19:23) not totally against exploring your product at all. I mean if we’re if we, you know, go that route, we take a look at the demonstration, everything I can look at the pros and cons on both sides. And then, you know, obviously cost is a factor. Implementation costs are a big, huge factor. All of that has to be weighed and considered. But our company is always looking for better ways to improve the current situation that we’re in. I was hoping that we would be able to complement what we currently are using by getting assistance in the delegation portion… that’s my biggest goal… anyway, if that can happen. Yeah. But I feel like it works better when you’re all in one place and I see where that could be a definite advantage too. So.
Nick Scallion (20:09) Yeah, I understand because, you know, basically if there was an easy button to get delegated but not have to disrupt the current workflow, that would be nice. We don’t offer the setup support without having without ultimately becoming our customer’s cvo partner. So we can look at the benefits and the costs of both, and just kind of going in order of what you mentioned there. So implementations, how long did the healthstream implementation for you folks? I?
Lisa Lasick (20:38) Unfortunately was not here when they did the implementation for… credentialstream. I came after the fact, I want to say that it took them a good six to eight months to get fully integrated, but the staff on the side of the integration was not experienced enough in automation and understanding of what was required. So unfortunately, they went through a couple people before it came to me. So I don’t know it was a little bit of a rocky start but.
Nick Scallion (21:12) I ask that just because most of the conversations that Nicole and I have with existing healthstream customers get a little bit nervous about switching platforms because the healthstream integration can typically take six to 15 months, a pretty big variation there. So I just want to be clear that our implementation typically takes three months or less. So like 12 months is typically what we’re seeing from the time a contract is executed until the time we’ve got all the provider data in the system and have everything set up for enrollments to be requested, credentialing to be run, et cetera. So a little bit of a lighter lift there. And we’re also like a newer company, right? Healthstream is decades old and they’ve acquired multiple different software companies. We’re built from the ground up. So that did help us like we were developed in the modern API infrastructure period. So for example, if you did need to, so we actually already have an integration with checkr in the platform. But I’m also thinking about other software services that you might have like an adp or maybe some type of billing or scheduling software, right? So we have without getting too technical here. Long story short, we have an API that makes it, very, easy to push in the whole data from other mission critical systems that resources.
Lisa Lasick (22:24) On the other side, is that bi directional, it is bi directional API? Okay?
Nick Scallion (22:29) We do. And so we’ve got, so part of implementation includes access to our technical solutions team that can help either build these integrations or just kind of help with Q a as you’re leveraging our API to implement those. So I just want to mention that the other piece of an evaluation Lisa that really isn’t too intensive. Like the two next steps that I recommend from here is one, I don’t think you’ve seen them at Iam platform yet unless Nicole shared anything on the first call. But I think we just had a couple of short calls. So like we’ll do an actual demonstration trying to show you how we can operationalize your existing workflows and then if you were going to do delegated credentialing also kind of show here’s what things could look like in the future with the platform both as an administrator and a provider. And then also, I think I lightly mentioned that we have a service level agreement. So as you’re thinking about costs, right? Medallion will have a service level agreement that guarantees turnaround times for both payroll enrollment submissions as well as ncqa credentialing files. And so what we conduct is an analysis, our finance and analytics team will compare your current performance threshold. So we’ll look at things like how long does it take to gather all the requisite information from your providers to begin credentialing and submitting payroll enrollment applications? And then looking at how long each of those takes against what we contractually commit to. And what we tend to find is that, yeah, there are some pretty substantial improvements right? In typically looking at weeks if not more. And so, you know, when you’re hiring new providers, that sounds like there’s some… kind of nuance or protection with the billing as folks are onboarding depending on if they’re professional or not. But typically, there is an impact on time… to reimbursement. So like an accounts receivable backlog and, or claims delay denials if they are occurring. And so what we try to do is package up an analysis that says, you know, here’s how much we should be able to improve turnaround times by. And here’s how many resources we would recommend that you folks would need as administrators and then compare that to your current spend. And there tends to be a reduction there as well. But by all means want to make sure that that’s kind of what you’d be looking for in trying to compare apples to apples with your current setup.
Lisa Lasick (24:44) Yeah. There’s two things that I feel have been difficult for me with credential streaming. One is with facility credentialing, so that’s really focused on the individual. So the individual practitioners, the individual clinicians, medical staff, so on and so forth. Where I have a struggle is with the facility applications because it doesn’t support organizational applications in that system. So, I don’t know how you deal with that particular situation.
Nick Scallion (25:15) At all. Well, we do. So, yeah, and I would share. So you’d see we have different tabs for providers and facilities. And so the checklist that we have looks at the information that’s required based on who you folks are contracting with for both providers and the facilities. And the same way that you would initiate a pay or enrollment application request for a provider can be done with the facilities as well. So, I’m making a note just to, when we do a demonstration, it’ll be a really similar workflow. But you’ll be able to see how the system can handle facilities enrollments, credentialing as well. Yeah, yeah.
Lisa Lasick (25:49) Because that’s one challenge is the facility credentialing and re credentialing, right? So we do a re credentialing for the facility every three years. Keeping track of all those re credentialing stuff is right now a very manual process for me. It’s called an excel spreadsheet.
Nick Scallion (26:06) Yeah, yeah. Not particularly, I’m going.
Lisa Lasick (26:09) Back to the beginning of time here. And then, the other sore subject for me is the lack of being able to, I mean, credentialstream does have workflows, right? So the workflows are meant really for really large organizations that have, you know, 30 40 credentialing specialists, you know, and different people doing different phases of the credentialing. So, you have somebody that may do the initial enrollment, somebody else that does follow up, you know, maybe somebody that does facility and somebody that does physicians, or maybe some people do nurses, and some people do clinicians, I don’t know they have different workflows. So for me, it’s very difficult. We don’t have that many providers to be able to set up individual workflows. I have four people on my team, right? So I have a very small team of people. So to set up workflows was very cumbersome, time consuming and didn’t make any sense to pass one portion of an application on to somebody else and to the next person. So for me, productivity wise and measuring wise, as far as the timeliness from the time Mary on my team submits an application for a provider versus Heidi submits an application on the team. I have no way to measure them. I have no way of measuring their outcomes. I have no way of measuring their productivity daily. There’s a way to do it. But the amount of report writing and downloading into excel and creating a formula and making a dashboard is like, very time consuming for me. You don’t even want to know.
Nick Scallion (27:44) Right. So, we have all sorts of reporting and analytics both in the platform as well as those that you can build on your own. The one thing I’d caveat is that with medallion where your administrators are primarily spending their time is helping the providers complete their profiles or just get that initial data such that enrollments can be requested because the workflow looks like we invite Lisa to the platform and we get all the information and documentation that we need to have enrollments in her profile. And then there’s a couple of buttons that are clicked to say, hey, we need to enroll her. She’s part of this group with these plans based on where she’s licensed and where we’re contracted. And then that’s really where we get to work. So it’s less like we are ultimately filling out the payroll and applications and following up until we get in network. So transparently, a lot of our customers do reallocate some of their administrators that are helping out with the payer enrollment process because the automation takes over such that really they’re providing the high value work of being that white glove onboarding liaison. And then it’s less time filling out 20 payer enrollment applications, right? Is really what we’re ultimately trying to do is that at all? You know, it seems like you kind of alluded to it, is that all? Like are you folks looking to potential leverage technology to be more lean?
Lisa Lasick (29:08) We are always looking to leverage technology. I can tell you that, yeah, our company is trying to, you know, jump on the technology wagon. We’ve already replaced several of our current platforms that we’ve been using in the past just to move to something better, faster, less expensive. Makes more sense for an Roi. But obviously… I don’t know we’ll have to see. I can’t say too much because it’s like, I don’t know… take a look at what your product is compared to what we have and see where the numbers go. And I think that’s the day it’s like if we were a much larger organization, I think the conversations would be more in depth. But because we’re such a small organization, it’s like I have to look at that Roi for that investment just to change over to a new software. I’ll just be perfectly honest with you. Yeah.
Nick Scallion (30:03) Look idea being that, you know, in terms of just trying to get to a, does this make sense to continue conversations or not? I try to get you there as quickly and painless as possible. So here’s what I’d suggest Lisa, it looks like we’re almost at time or nearly there. I can schedule a.
Nick Scallion (30:22) Probably next week if that works for you. And then I can also send you the checklist of inputs that we would need to have our analytics team run that business value assessment to look at turnaround time improvements. But those same inputs also go into pricing, so we can get you a ballpark to say, is this going to make sense to continue conversations or not based on the financials? So that’s really all we would need for the next step to say, yes, let’s continue pursuing things. The system looks great in the demonstration. We’re going to be more efficient and the price makes sense or, you know, thanks for your time, folks, but we’re done here and that’s either outcome is fine. Ultimately. Yeah. Before I let you go, how does next week? Are you in office next week? Are you able to do that for the demonstration?
Lisa Lasick (31:05) Yes… the best day for me is usually well, Mondays. I don’t like to schedule too much, but Wednesdays are really the best day for me.
Nick Scallion (31:14) Let’s yeah, my colleague, I’m going to bring josh on my colleague, josh and Lisa, I’m sorry, which time zone are you on?
Lisa Lasick (31:21) Eastern standard.
Nick Scallion (31:23) Okay, perfect. I’m eastern as well. It looks like we could do 11 third. Honestly. It’s, we’re pretty good after 11 30 a. M. So you let us know for a 45 minute window block your preference, and I can send a hold for us.
Lisa Lasick (31:37) Yeah, that’s fine. 11 thirty’s fine.
Nick Scallion (31:39) Okay. Hold here.
Nick Scallion (31:46) Okay, perfect. I’m gonna do this and Nicole, did we send Lisa medallion overview slide deck or anything yet or anything on the delegation setup support nothing yet. Okay. I don’t want to inundate you, Lisa. But here’s what I’m gonna do. I’m gonna send like there’s like a quick overview medallion slide deck that I’ll send you that you can breeze through in probably five minutes if you want to. The other thing I’m gonna send is the resource on how we support delegation support, the delegated setup piece. So I want to send those two pieces of information more like exploratory, if you have a few minutes and you want to read those before the call. All good. If not, we can cover them on call. And then I’ll provide you that checklist of the inputs if you have any. I mean, it’ll probably take you a few minutes and it doesn’t need to be perfect. This is just ballpark to figure out or is there meaningful improvements to be driven? And can we reduce costs? So I’ll send you that. And if you can try to get the checklist over before the next call? Great. And if not, by all means, we can just do the demonstration and push that to the next time.
Lisa Lasick (32:44) Okay. No problem all.
Nick Scallion (32:45) Right. Well, hey, it was a great meeting Alyssa. Thank you for the time we’ll talk to you next week, okay?
Lisa Lasick (32:50) Thank you. Take care bye.