Transcript
Fatima Nunes (00:00) the recording?
Fatima Nunes (05:02) This should be interesting. I hope she’s not going to tell us that he’s not joining. So, all right. Letting her in. Okay?
Fatima Nunes (05:18) Hi, Janina.
Genina Tuason (05:28) Okay. Now, you guys can hear me? Good?
Fatima Nunes (05:30) Morning, I can see you searching for the unmute button. I’m doing well. How are you?
Genina Tuason (05:38) I’m doing good currently in Arizona right now, visiting some clinics.
Fatima Nunes (05:43) Oh, nice. Okay. How long are you going to be out there for?
Genina Tuason (05:46) Until Wednesday? Okay.
Fatima Nunes (05:49) Yeah, I remember. You mentioned that you do a lot of on site visits. Great. That’s awesome. And I know we have mark accepted the invite. He actually requested that we meet today. Have you spoken to him today? Do you know if he’s going to be joining?
Genina Tuason (06:05) No, but let me send him a message.
Genina Tuason (07:15) Okay. He might just come in or answer me back. I don’t know.
Fatima Nunes (07:22) Okay. Let’s see. We’ll give him some time. I’m sure. Everybody’s always running around from meeting to meeting.
Genina Tuason (07:28) Yeah.
Fatima Nunes (07:30) Yeah, that’s great. So, I know God, I think it was probably a week and a half, two weeks since Mallory and I spoke to you. How have things been on your end? How is everything, on the credentialing on the enrollment front?
Genina Tuason (07:42) So technically… not technically, so I was out Fridays. My entire family was sick, so I was like, all right, I can’t do this. So I took a sick day on Friday and then currently, right now I’m traveling, so in between the travels, I haven’t really like, sat down.
Fatima Nunes (08:01) Yeah. Well, I’m sorry to hear that. I.
Genina Tuason (08:03) Keep track of stuff a little bit a little, but I haven’t actually like full blown, but I’ll hear you. Yeah.
Fatima Nunes (08:11) Well, I’m sorry to hear that you’ve been sick, Janine. I hope you’re feeling better.
Genina Tuason (08:14) Yes, I am. Thank you.
Fatima Nunes (08:16) Yeah, of course. Hey, mark.
Mark Strickland (08:20) Hey, sorry. I’m just wrapping up elt, I feel like Tuesdays are like back to back day. So, sorry about that. No.
Fatima Nunes (08:30) No worries at all. Appreciate you joining. I know I was just saying Janina, everybody’s usually running back to back from meetings.
Mark Strickland (08:36) So, yeah, Tuesdays are the day for that for sure. How are you evolving?
Fatima Nunes (08:42) We’re good. Pretty good. I think last week was a little bit slow with spring break. I think a lot of folks were out, but this week, it’s definitely starting to pick up a lot more, but so far so good.
Mark Strickland (08:54) Yeah, great. Great.
Fatima Nunes (08:56) Absolutely. Well, great to see you both again.
Fatima Nunes (08:59) I know we have like the next 40 minutes or so blocked off transparently. I don’t think we’re going to need the full time. I think really the goal for today is to reconnect and make sure we’re aligned on, you know, what you’re trying to solve and what the right shape of a solution looks like. I know from our last conversation about a month ago already, my takeaway was that this isn’t about fixing a credential a broken credentialing process. It’s more really about making sure your operating model scales cleanly as you continue growing and especially around having better visibility and reducing some of the operational complexities as the business expands, right? And so last time we met, we reviewed our first pass of an Roi and the scoping document. We sent back some questions, not sure if you were able to review those mark but we’re you know, would love to continue supporting that and update that document to make sure that it’s more in line with the vbc model. But I think before we kind of move forward, there would love to start by giving, you know, getting a little bit more on your perspective, how have things evolved since we last spoke? And really, how are you thinking about this initiative at this point? So? And,
Mark Strickland (10:15) I’ll be upfront on this. We have been heads down on a capital raise. So like we are in the process of doing our first kind of if you will public kind of market evaluation. So that’s been our like sole operational and financial focus to just get it done. And so like you mentioned that things are not necessarily broken as of right now. And so, so we haven’t spent a ton of time on like further refining our vendor process or selection process outside of what is working. We have been giving advantum pretty regular feedback to try to get their ship as in line as we can while we’re still in that, you know, continue the analogy in that boat if you will. So that’s been our focus. But I mean we can go through a few of your questions and then kind of put more of a target deadline on when we think like we would make a change. So that way we’re clear with expectations with you all. So it doesn’t feel like you’re like not in the running or like be more clear around like, okay, let’s set a timeframe I had always said with Janina when she first started that the goal was like by Q3 of this year. Like I don’t think there’s this like we have to do something. Now, it’s more around like let’s get the plan in place. Let’s figure out if vantum course corrects to where we feel good enough or let’s make a change either with a partner that’s going to allow us kind of platform access and, or a platform that we feel good about by Q3. And then if not, do we just bring it in internally and have enough, you know, bandwidth and technology internally to manage it ourselves. So that’s kind of the goal that’s why you haven’t seen this like big sense of urgency on our part because things are, I guess they’re more or less working the problems that we are facing right now specifically are more on some of the medicaid enrollment sides of the house. I need to get more versed in kind of what’s changing in the near Ish term with the fully integrated the fide plans and the hide plans, and what is driving some of the audits that are going on with medicaid for provider participation? Because it seems to be causing a lot of confusion either with patients getting term letters or patients being reassigned from doctors to apps and whatnot. So I think the big area that is a struggle for us right now is that so that’s been the focus really on? The credentialing side is understanding medicaid where our gaps are et cetera. So yeah, I don’t know if anybody if you’ve experienced any of that or have any insights but seems like something’s going on there that’s causing a whole bunch of plans to freak out about where people are assigned and who has medicaid licenses, and who doesn’t so, I don’t know if you’ve heard anything about that, yeah.
Fatima Nunes (13:24) Absolutely. Well, appreciate you giving us the sharing. The additional context. Sounds like there’s a lot going on. I know we met with Janina two weeks ago. She said mark is, very busy. It’s difficult to even get time with him. So I think the heads down on a capital raise definitely explains that. So best of luck there. And so I will let Mallory speak to kind of what’s going on the medicaid front. We can also do some digging internally mark, transparently to see kind of like what’s going on there. I don’t have any kind of update to share on that end.
Fatima Nunes (13:55) But what I will say is I think the ultimate goal for us is to not push things at an unnatural pace. It’s to be here resourced when the timing is right. And so that’s really why we wanted to touch base today and figure out, hey, does this make sense today to continue the conversation at this point? Or has a decision been made to continue with advantum? Give them the opportunity to kind of right the ship and see how things go. And then if that doesn’t work, then we’ll reconsider opening up this evaluation in a few months. I think that’s really what we’d like to understand. And then wherever you’re at in that process, we’re more than happy to either push out conversations or continue working with you and Genina, to make sure that you have all the information you need around if medallion is the right partner or not.
Mark Strickland (14:42) Sure. No, I think the game plan is still to likely make a change. I don’t know what the change is going to be. Like I said, is it going to be we taking it completely internally? Is it that we have another kind of partial account… management relationship with a vendor that’s doing some portion of credentialing and we’re doing others? Or is it that we’re like going to just wholesale replace at bantam? I think that’s still, we don’t I don’t have a clear answer to that, but I can go through some of these questions quickly if you want to answer the, or I can answer the questions at least that helps maybe further refine the information you sent over. Yeah.
Fatima Nunes (15:24) Would that be more helpful? Yeah, I could go ahead and share. I can pull up the document with the scoping questions or the email that we shared with you. Would that be more helpful? Or would it be helpful for you to review that via email? I.
Mark Strickland (15:36) Have it up too. I can kind of go through it. I can send it also in email. But so for the just for the quick on the Roi inputs, our average per member per month rate, it, that, that’s kind of hard, to say because it’s kind of it’s… twofold you have your top line revenue that’s recognized by the plan, that we recognize in terms of like what our top line revenue is. But then you have like pmpm revenue that goes to the center that we kind of put as our cost of care allocation. So you think about like the entity gets a certain dollar revenue allocation or plan number from the plan. And then we say of that, we’re going to send a certain amount of dollars to the center level.
Fatima Nunes (16:25) Which.
Mark Strickland (16:25) that sits around 200 dollars pmpm depending on kind of the contract. So somewhere between 150 and 200 dollars per member per month. But then there’s the standard medicare reimbursement on the top level, which would be somewhere between 1,112 100 that the plan keeps, you know, those dollars until we perform on our full risk contracts. So it’s typical structure from that sense, our average payer turnaround times for credentialing. Janina. I think we can kind of send over a quick overview on that, but high level devoted. It’s like two weeks. Wellcare is 45 to 60 days. United, Arizona is more like 90 to 120 days, 90 days being the goal united and humana, Texas united direct has been pretty fast but we have a small amount of plans in there. United via wellmed, actually tends to be pretty fast. Correct me if I’m wrong, Janina, probably in the like 45 days, 30 to 45 days to where we have our barriers right now is the united, the wellmed humana, which I’m sure, maybe you’ve heard some of the rumblings around wellmed and humana and some of the issues going on there. But it seems like, you know, we’re forced to communicate credentialing problems to wellmed, and then wellmed has to send them to humana. And then humana and wellmed are in a scuffle right now. So we just get stuck. Yeah, we’re the product of uncle and aunt fighting or uncle and cousin fighting. I don’t know what’s happening.
Genina Tuason (18:11) Yes, you’re the cannon fodder.
Mark Strickland (18:14) Yes. So we’re trying to fix that as well. That’s another big poll on the org right now is making sure we don’t we have a couple 1,000 lives there that we need to make sure we have good strategy for. So that’s kind of our alignment. Sorry in Arizona is very fast, same as devoted two, three weeks. Wellcare in Arizona is similar to Texas 45 to, you know, some days. So we’re sitting all around on average. I would say 45 days to, you know, at most 60 days except for united Arizona, which is a bit of the outlier.
Fatima Nunes (18:56) And then I’ll just jump in here mark. So this sounds like from the moment you submit that application to that payer, to when they’re able to start seeing and treating those patients. Is that correct?
Mark Strickland (19:07) Yeah, that’s our like plan effective date and then from a like a total time like if you wanted to know like from contract execution with the provider. Yeah.
Fatima Nunes (19:20) Like onboarding, I think how long it takes to just gather all the right documents and make sure you have everything ready?
Mark Strickland (19:28) I would just add 90 days onto the 45. I mean, most providers have to give their 90 day notice. And so there’s different milestones, you know, within that 90 day notice.
Mark Strickland (19:42) But most of our providers, I mean, Genina, aside from like a few, I feel like I don’t know if you chime in Genina, they get us all their information within two to three weeks. We’ve had a couple that are like ignore phone calls and texts… but I know Genina, you’re more close to that than I am.
Genina Tuason (20:03) No, you’re right? We’ve only had like very few, I would say like two at the most, maybe three that like completely ignore. And then until they’re ready, they’ll submit, which is kind of cumbersome… but for the most part, the rest of the providers, once I contact them, they’re pretty quick to bring everything on board.
Fatima Nunes (20:28) Okay, great. And I think going off of the question since you haven’t pulled up mark, the last two were just how many patients on average are your providers seeing per day?
Mark Strickland (20:38) Do you know that… 14 at most but maybe a little less somewhere between 12 and 14… and then that’s for… primary care… most of the shared services are less like an eight to kind of max range. I think like PT RD pharmacy. They’re in kind of more of that eight to nine range. So it’s a little, you know, it’s less from that standpoint, which I know you’re hearing those numbers and you’re like how does business exist? But, you know, if you remember back, the top line numbers are a lot different in our space than the 120 dollars per encounter reimbursable from a fee for service standpoint. So.
Fatima Nunes (21:28) Right. Absolutely. Yeah, we understand it’s a bit of a different model there. But this is all helpful, right? Because we do have like a standard Roi format that we use specifically for value based care organizations. So all of this information will plug in nicely there. And I think the last one that we didn’t know was just around on average new providers added annually at… suvida.
Mark Strickland (21:50) Let me… sorry to kind of have to do this real time with you guys, but.
Fatima Nunes (21:58) no, that’s okay. We appreciate you doing that.
Mark Strickland (22:00) It’s like the easiest way, you know, when you get, I feel like we also have, you know, we’ve grown so fast that we have some CC fatigue if you know what that means as an organization where it’s like, well, let’s just CC a few people on every email. So that’s something we’re working on. I just had my center director summit last week and notification fatigue was a topic of discussion. So, let me see provider roster.
Genina Tuason (22:32) We hear CC is credentialing contracting, but… we get the email CC for sure.
Mark Strickland (22:40) CC fatigue, it’s real.
Genina Tuason (22:44) I.
Fatima Nunes (22:45) wish I could do that. I wish I could just CC everybody. Whenever there’s a problem on my end, I could just CC Dave my manager, Mallory just let somebody else figure.
Mark Strickland (22:53) It out. I tell everybody I’m like it’s like if you worked in the office together, it’s like you’re walking down the hall and telling 18 people and then no real ask, right? Like, okay. So, what’s this?
Fatima Nunes (23:04) What’s the right? Wow?
Mark Strickland (23:09) Sorry. Let me just because I don’t want to waste everyone’s time. Let me, let me send you that number. I think we added… 20 20 providers feels right for last year, but I don’t want to lie to you. So…, let me send that to you. Okay?
Fatima Nunes (23:38) Perfect. No, that’s helpful. And then just in terms of on the business side, expanding to new states, bringing on more providers, like are you able to share some insight around like forecasted growth, you know, one year, two years a few years out?
Mark Strickland (23:53) Yeah. So… we will be at 18 centers in 20 27, end of 20 27. So we’re at 14 now with I’m just looking at 50 MDS dos apps that doesn’t include like I mentioned, some of the allied professionals. So, you know, we’ll add another four centers with two providers each. So that gets us to like, you know, 58 by the end of 27 for sure. And then, you know, ramping up. So we’re going to very easily be in the like 70 provider… range from an app MD perspective. And then if we stay on trend with where we are from and kind of other health professionals, you know, we start to push to that kind of 150 range, by 20 27. After that, frankly, it’s a little blurry. I don’t think our crystal ball goes past 12 months just because, you know, we’re in this phase of capital raise. And what does that mean? And how many senators are going to do? And where are we going to go? And so I would say 150 is a really reasonable number by 20 end of 20 27. Majority of those being more pas, I mean, sorry, PT, RD… lpcs et cetera, got.
Fatima Nunes (25:25) It, no, that’s super helpful and great to hear the lofty expansion goals. Best of luck to you guys there. Would you say, I know when we first spoke, you said we’re doing our due diligence. Now, we want to make sure we can scale like scaleability is top of mind, making sure we have an operational model that can grow with us as the business is constantly evolving. Would you say that is primarily why you’re taking a look at credentialing right now and seeing how do we make sure we have the right vendor, the right technology in place? Because you have this growth already forecasted and, you know, the importance of just having pair enrollments, credentialing, everything set up to support that growth. Is that the big driver that’s running this evaluation right now? Yeah?
Mark Strickland (26:10) Exactly. I mean, and it’s we know that it’s not, the solution is never going to be like let’s hire eight in, you know, internal credentialing resources like that’s. Not going to be the goal especially with everything that we’re doing from same with like referral coordinators and roles like this where you’re like with AI and automation and some of the tools that are available now, like at one point in our model, we were growing at 600 patients a month and we were at modeling that we needed one referral coordinator per 600 patients. And so I was like, so we’re going to add a referral coordinator every month in perpetuity, like that doesn’t I don’t like that. So that that’s the impetus around this is like, where can we get some scale? How can we put in better processes, better line of sight across the org? Like some of the stuff we talked about last time we are in the process of hiring and a, I don’t know if they landed on director level or not. But like a director of revenue cycle management, that… is, it’s going to take on some aspect of like not necessarily credentialing, but it’s going to really tick and tie to how we think about not just it’s not really revenue cycle as much as it’s like coding accuracy and documentation accuracy. So, we are in the process of hiring that individual.
Fatima Nunes (27:35) Okay. That all makes sense. And so just kind of in parallel to that as you are evaluating different paths and what makes the most sense for Savita, you and leadership? What would you say matters most in deciding what the right model looks like? What’s what’s top of mind? Hey, if there’s a vendor or a tool or technology that can give me the confidence around abc? This is what I need to feel confident and kind of make a switch or stay the course. Do you have an idea of what that framework would look like?
Mark Strickland (28:09) Definitely scaling it for sure, as we scale in a way that doesn’t seem because where we’ve also fallen prey is right? Like no more provider contracts, right? So it’s all of a sudden, it’s like you’re it somewhat feels a little punitive to grow. You know, it’s like, okay every time you add another doc, it’s an extra fee. And so like, their costs aren’t really increasing but ours are disproportionately as we scale. So just kind of be mindful of like scaling and cost. Obviously people should have fees that are appropriate, but just making sure that, you know, it seems very partnership from the gate like, you know, we, we’ve been up front. We know we’re going to grow. So let’s kind of plan on that versus, you know, saying, okay, you guys are 150 patients, so your costs are gonna 150 providers. So your costs are gonna adx like, no, that doesn’t seem very fair, right?
Fatima Nunes (29:06) So, just like around cost predictability you want, hey, this is the fee we’re going to honor that and kind of have that peace of mind that it’s not going to be exponential as you guys can naturally continue growing, yes.
Mark Strickland (29:18) Exactly. Okay. Clearly, that’s if costs on the vendor side are growing at a pace that are indicative of every time a provider, their cost grows. But like most of this stuff that we’re talking about is costs are relatively predictable or fixed, you know, regardless of number of providers per SE, but some costs obviously grow anyways. Yeah, that would be like the goal is making sure we have the right strategic long term partner as we scale.
Fatima Nunes (29:45) Absolutely. Yeah. I mean, I know you did a demo probably two, three years ago. Now. I’d love to do.
Mark Strickland (29:53) A demo? Yeah.
Fatima Nunes (29:54) I recommend it. And I think specifically going back to our first conversation around the importance of visibility reporting for you for the leadership team dashboards, analytics. Just having all this data metrics KPIs at your fingertips in real time. I know something we hear often when there’s different kind of like outsource vendors managing this process is just lack of visibility overall in this process. And then you need this data to make better informed decisions for the organization. So I think a part of the demo that I would love to highlight would definitely be like the analytics portion the reporting what the platform’s capable of doing. I think that would really resonate with you. And then just in general how everything lives, it’s a single source of truth. And I think what would be extremely helpful for you all is it’s a one stop shop for everything. So if you wanted the hospital applications, the privileging, direct enrollment, credentialing, everything’s in the same platform. You don’t have to be reaching out to different vendors or different teams. I know HR is heavily involved here and you guys are using sharepoint, rippling, like different tools. You wouldn’t have to be accessing all these different tools. We do have a bi directional API. So if we did want to integrate with the tools that you currently have to make sure that data exists into medallion or is being fed into medallion, we could do that. But ultimately, it’s just streamlining the process. So all of your teams across suvida, have access to the same information and it’s not.
Mark Strickland (31:18) Do you integrate with rippling? I don’t think I asked that question.
Fatima Nunes (31:21) I don’t know, Mallory, can you, I’ll let you answer there? Yeah.
Genina Tuason (31:24) Of course, we do have a customer that has integration with rippling. So we’re open ended bi directional when we think of API. So rippling, Hubspot, Salesforce, common CRMS, HRIS platforms is typically what we see as far as integrations when it comes to importing data from those.
Mark Strickland (31:44) Yeah, we have a lot of automated workflows in terms of like it ticket creation, like we tried to put physician contracting in rippling, and it was just in terms of like editing contracts and back and forth. It just was terrible. So, like unfortunately, our physician contracting process lives outside of our hri system, but once the physician contract is executed, it kind of there’s a bunch of people that receive copies of the contract. And then that drives like go if you will. And so looking at that integration with rippling, and whatnot, would be good. Noted. Thank you.
Fatima Nunes (32:23) Perfect. Great. And so I’ll take, I’ll follow your lead here. Mark. I’d love to get you on that demo. We can do an executive style demo or 30 40 minutes. So it doesn’t have to be the full hour if you want or we can give you the full blown demo in an hour. We can of course, tailor it based off the conversations we have, the services that would be in scope. Mallory would be running point there. And then in parallel, we’ll start working on rebuilding that Roi to make sure it’s it aligns from a value based perspective. Does that sound like a good next step to kind of show you that demo? Yeah.
Mark Strickland (32:58) That would be fine. I mean, I’d like to see the demo. I know I haven’t seen one in a while. I’m sure you may have some optimizations. So let’s do that. And then like I said, I mean, let’s just be realistic about the time frame. I don’t think we’re in this massive rush. We have some other kind of burning strategic platforms that we need to tackle. So, you know, sometime in Q, end of Q3 or Q4 is like when we’re going to have to figure out the game plan to allow us to go into the next phase of suvida, which is like, you know, what does it look like to go from 14 centers to 28 centers or something like that? Okay?
Fatima Nunes (33:40) Understood. So, when, from a timing perspective, I know you mentioned Q3 a few times. Is that when you’d want to start evaluating like the different vendors or is that when you’d want to ultimately make a decision?
Mark Strickland (33:52) Like we want to be, I want to be whatever the change is by the end of this year. For sure. We need to be like either fully owning or, and having our own internal technology. We need to be owning a portion and having an external vendor program that manages, you know, the documents and workflow like a workflow tool, or we need to have like a full scale, you know, advantum replacement where 80 percent of credentialing is external engineers doing 20 percent and then managing a vendor. I mean, I think those are our like three options right now. I’m not sure. I don’t think we’re going to own completely internally. I don’t think that’s the goal. I don’t want to go build a bunch of technology solutions that are probably readily available and better than what we could build. But that’s I think what the evaluation is, okay. Are we buying like… we have Airtable? I don’t know if you’ve ever heard of Airtable. Yes, but I’m like, okay, so can we scale up Airtable to where like it’s like a workflow tool management solution? I don’t know. So those are the kind of puts and takes right now is like, okay, what’s the right plan? So we’re just trying to do the analysis and come up with the right solution based on a reasonable cost. Yeah.
Fatima Nunes (35:12) Absolutely. And we can help, you know, we have a framework as well just breaking down opex, how much you’re currently spending with the different partners you’re working with and what services they’re providing today to help you better analyze kind of like apples to apples as you’re evaluating like for medallion right?
Fatima Nunes (35:30) What the all in cost would be? I think that would be extremely helpful as well. Okay. So if I’m thinking we have some time, so don’t want to like rush through anything. If I’m thinking about working backwards from your Q3 deadline, maybe sometime in Q2, I’m thinking maybe end of April doing a demo… and we can work along the RI, does that align? Or were you thinking sometime sooner? Yeah?
Mark Strickland (35:55) I think middle to end of April, doing a demo is fine. And then in the meantime, if based on some of the dialogue that we have had last month and then today around information to update your proposal, if there’s anything you want to send, Janina and I can work on what we’re going to present to our capital committee in terms of like, okay, roughly here’s, what a cost would look like with medallion here’s. What a cost looks like with a pure platform play here’s. What a cost looks for another vendor of sorts. And then here’s what our cost has looked like with advantum and kind of come up with the feedback from them as well as something I want to do here pretty soon. So.
Fatima Nunes (36:40) When’s that meeting, mark that capital committee meeting?
Mark Strickland (36:43) It’s every Friday. Okay? We’re judicious in how we spend money. Okay? So any time that we need to like kind of, I mean, if it’s a one to one, you know, swap, I don’t it doesn’t if it’s a strategic decision, it doesn’t need to go to capital committee. If it’s like, I’m sure in a reasonable cost differential, I don’t think it needs to go. Either, it’s just a matter of like if we’re going to say, hey, our run rate for X is, you know, we’re going to move to y and it’s 150 grand or 100 grand like we need to make, we need to have that decision, which I don’t think that’s what this is?
Fatima Nunes (37:23) Okay. That all makes sense. So, I’m looking here middle of April… how does April? The week of April twentieth? I’m looking at, we can block off an hour for that demo. I’m looking at April 20 first. Is there a typically a timer of day of the week that works better? We can also yeah.
Mark Strickland (37:43) Yeah, I would just, if you could reach out to Yolanda, that would be helpful. And just like, I mean, the 20 first looks pretty good. 20 Mondays. I usually try to keep a little open but 20 first or 20 second, the 20 second like 12 30 looks okay.
Mark Strickland (38:01) But maybe just coordinate with her so we can get it on the schedule. And then, like I said, in the meantime, if you want to send over any, if you want to sharpen your pencils on some of our last conversations and send over kind of, it doesn’t have to be perfect, but at least a number that I can put down on paper for a capital committee meeting. That would be great. Okay?
Fatima Nunes (38:27) Absolutely. And so, I haven’t met Ilana yet. I’m assuming she’s your executive assistant?
Mark Strickland (38:31) Yes, she hasn’t been on some of these emails or no. She?
Fatima Nunes (38:34) Hasn’t if you could introduce me then happy to work directly with her to coordinate. Yeah. Okay… perfect. All right. Well, I don’t know anything else, Janina, any questions from you from your end before we hop off? No, none at this time? Okay, great. Well, I appreciate the time. This was super helpful mark. I will coordinate with Ilana and then we will debrief internally and make sure that we’re able to get something over to you.
Mark Strickland (39:04) That sounds great. Awesome.
Fatima Nunes (39:06) Thank you so much. Take care.
Mark Strickland (39:07) Thanks. Bye, bye. Thank.
Fatima Nunes (39:08) You. Bye.