Transcript
Nicole Campbell (00:00) did we get a haircut over the weekend? I noticed it yesterday.
Josh Brunell (00:03) Yeah, I hadn’t gotten a haircut in like two months. So, all right, Eric’s, here. I’m going to admit him okay?
Nicole Campbell (00:21) Do you go to like a proper barber shop?
Josh Brunell (00:24) Yeah, that’s not like expensive or anything.
Nicole Campbell (00:27) Well, no.
Josh Brunell (00:29) I feel.
Nicole Campbell (00:31) Like guys’ haircuts are always so cheap.
Josh Brunell (00:35) Yeah, I know when my wife gets her hair done, it’s like so expensive and she even goes to a friend to do it the.
Nicole Campbell (00:43) Great clips, 10 dollar haircut that my fiance gets every two weeks is wild.
Josh Brunell (00:49) Yeah, great value. Great value. Eric. How are you doing?
Nicole Campbell (00:52) Hi, Eric.
Eric Kahler (00:52) Good. How are you?
Josh Brunell (00:55) Sorry, just dropping in. I finally got a haircut it’s been like two months because I just have had like no time. And so, I don’t think Nicole’s ever actually seen me with a haircut?
Eric Kahler (01:05) Oh, I.
Nicole Campbell (01:06) was just like, it looks clean. Eric, where do you get, do you go to a barber shop for your haircut or do you get the great or sports clips? Great clips life?
Eric Kahler (01:14) Where do you go, josh? Where’s this? I mean, that looks like a barber shop level. Yeah, close fade up there. That’s almost skin. Yeah, on the. Yeah.
Josh Brunell (01:24) Yeah, I do go to a barber and yes, he also does like, you know, trims the beard a little bit and does the hot towel on the back of the neck. So, yeah.
Eric Kahler (01:37) Yeah, I do the, I go to a barber as well. I did for a very long time. What is it go to? I think it was hair cuttery which is kind of the same as any of those. But the, it was very inconsistent. And finally, I was like, what am I doing? I can, maybe I can step it up and go to a barber shop. So, I’ve been doing that for a while.
Josh Brunell (01:57) I love that. Yeah, I.
Nicole Campbell (01:59) did mention it to my family. We’re getting married in the fall. I was like, can you go to like a, and he’s you know, thinning out a little bit. So, I was like before the wedding go to like a proper, like, yeah, they always seem to accentuate the bad they do at the great clips. I’m like, okay, we could do better.
Eric Kahler (02:16) Well, it’s funny. I actually have a funny. So, my neighbor owns some barber shops and I used to always go to the same thing like a great clip, whatever those places were. And when covid hit, you know, remember, no one was getting their hair cut and my hair just like same thing. I don’t have the most. I don’t have as full of hair as josh. And so I was like it just when it gets longer, it looks terrible. And I was like I need a haircut but no one will have haircuts. So, I texted my neighbor and I’m like, are you doing like haircuts on the side? And he was like I am. So, I went, he like literally went in like the back door of his barbershop and he was doing it like anyways, all that to say is I was loyal to him forever since, and I’ve now I always go to his place.
Josh Brunell (02:58) I love that. Yeah, my wife gave me a haircut during covid and it was the worst. I saw a picture of it. It was the worst haircut. I was like, I should have, I ended up just shaving my head. Like it was like that bad. I was like… that’s funny. Not her day job.
Josh Brunell (03:18) I looked very Russian like all of a sudden like it was, you know, like short sides but like somehow long on the back but short in.
Eric Kahler (03:27) the front?
Josh Brunell (03:30) Anyways, that.
Nicole Campbell (03:31) Will need to be sent to our team channel on slack and Eric, we’ll email you a picture.
Eric Kahler (03:35) Please please? Yes.
Josh Brunell (03:38) Sounds good. Well, Eric, I know just wanted to briefly sync with you for these 30 minutes ahead of our call on Thursday. Appreciate you putting together the scoping inputs with the team and sending those over in advance. Really just wanted to walk through a couple questions related to the scoping doc just to confirm we understand the inputs correctly, and then walk through kind of like a first draft if you will of the business value and Roi summary we’ve put together to get your feedback and then just make sure we’re aligned on those outcomes and directionally, how we’re thinking about this. And then from there, we can obviously talk about, you know, prepping for Thursday and next steps from there to follow. Okay? I know it’s been a few weeks though, so I’m going to open it up to you. Is there anything that you wanted to also cover as part of the call today?
Eric Kahler (04:33) No, I guess, make sure. So Thursday, just making sure that day is the plan mostly there to go through the proposal.
Josh Brunell (04:43) Well, yes. And that was also one other thing I wanted to let you on because the whole team’s on it and I know you’re obviously the leader of finance there. And so like I don’t know if it makes sense to review the business value kind of case with them as well as the pricing proposal or not. So like that was one other thing if you wanted to maybe adjust and make it a smaller crew, happy to do that.
Eric Kahler (05:07) As well. Yeah, we may want to do that. That’s why I was starting to think I was like, I know we wanted something on the schedule and we just put everybody back on. But now that I think about it, we probably just want a smaller group to do that for sure because I think in general, we may have more like detailed follow up technical questions that could come from the team. But before we go into that, it probably just makes sense first to just, we’ve done enough of that in what y’all have already shared, go through the business case with, I can give you the people, just a few of us, and then decide, you know, how we go from there that.
Josh Brunell (05:45) Makes sense. Yep. Cool. Okay. Yeah, sounds good. Yeah, maybe at the end of this call, we’ll circle back to that and figure out who I need to, what like what adjustments we should make to the calendar invite?
Eric Kahler (05:58) Yeah. And I think we can just excuse me, we can probably just cancel that one and like replace it and I’ll just let I’ll just let the I’ll, be honest with the team and be like, hey, we’re just looking at some pricing stuff and then we’re going to circle back. So, like, but we don’t need to have everybody on for that.
Josh Brunell (06:15) Cool. Sounds good. Yeah, I’ll do that at the end of this call. And then I assume it’d be just like maybe you, Chris, and.
Eric Kahler (06:23) Probably Liz, me, Chris, and Liz. Okay. And maybe, and Lockie as well. She’s on my team but we would leave off Sam corral and Jamie and Talia, okay. Cool. Yeah, sounds good. So I can just put that in the chat if that helps.
Josh Brunell (06:40) Yeah, that would be helpful. Awesome. I’m going to go ahead and share my screen real quick. We just, we just went through this, the overall agenda, but yeah, I just wanted to confirm, hey, alignment on partnership outcomes, what we’re solving for scoping inputs, review like the draft business value analysis. And then, and then we could align on. So we already checked the box here but couldn’t align on what that looks like at the end. Cool. So… I won’t spend too much time on these couple of slides before we just dive into the scoping questions that I have. But overall, like I’ve heard some things from the team operationally of like, hey, these are challenges we have with this process. We’ve also gathered from you during the scoping process, like the actual financial impact. Like, I think one big thing that stood out was like the claims denials and write offs that you had shared,
Eric Kahler (07:37) And I will say on that, it is a little, it’s not inflated, that is true, but I would say it’s disproportionately from unitedhealthcare and a lot of that’s driven by our delegated contract with them and the way that they have administered that and the delays in loading our providers. So, all I have to say is, it’s like it’s not like this, like spread across all payers and we’re a disaster with everyone. It is very much them. And then a couple other providers.
Josh Brunell (08:05) Okay. That’s good context. And when we dive into the claims denials and write offs piece, and yeah, I wanted to kind of dive into what was causing that. So that’s helpful.
Eric Kahler (08:16) Yeah.
Josh Brunell (08:17) And it sounded like you’re moving off of united as they’re at least on the delegation.
Eric Kahler (08:21) We’re no longer going to be delegated as of next week. We will be a normal, I guess direct enrollment. They just have taken honestly, I don’t we don’t know what’s going on there, but it might just be like they literally, it seems like they have a hard time administering it.
Josh Brunell (08:38) Okay. I,
Eric Kahler (08:39) don’t know how that gets that much easier with them direct, but we’ll see.
Josh Brunell (08:43) Yeah, that may impact some of the kind of Roi analysis we’ve put together but I’ll share a little bit more cause it’s really like there’s a few ways that we’re going to be obviously driving improvement from both the delegated and direct enrollments helping to streamline that process, making it more efficient, less labor intensive. And just like driving down around times. Also same with caqh management. I did the math and it’s like even if you’re spending say 20 minutes per provider to do those attestations, log into caqh, make sure the profiles are up to date before you’re submitting enrollments or moving them through the process like across 1,800 providers that’s like, you know, a 1,000 hours of work. And so like helping to automate that is one of the key areas that, you know, we’d be supporting and then additionally just helping get providers in network.
Eric Kahler (09:40) Faster. Yeah. And I would say like just, of course, like I said, there is going to be, if we were to work with you all, there will be less denials. I am sure like I said, it’s just so many of them are coming from the one issue. I think the bigger Roi that we see would be the labor savings over time is most likely, I mean it’s just the way that it’s just more efficient. The way you all, you know, do the work the way it does the work instead of our teammates. Now, that would be a slow roll for us. Like we would not just be like this is awesome. And then, you know, do a mass riff like we would just do it over time through either attrition slash just not growing the team because we grow every year a good percentage and we would just not have to grow the team as well. So there’d be.
Josh Brunell (10:28) Yeah, that was going to be my next question. So I’m just going to, I’m going to, yeah, skip forward here and actually just pull up the… scoping doc actually. So… all right. So let me zoom in. So one thing, so 11, 11 people are responsible across. I know we kind of went through an overview of everyone’s responsibilities, but it seems like there’s like correct me if I’m wrong, three kind of like two or three like team leads or managers and then, and each of those kind of have their own workflow they’re responsible for related to this. Yeah.
Eric Kahler (11:16) Yeah. When we say 11 that’s like 11 teammates that are directly allocated to enrollment. There are there’s 20 Ish, I think 20 members of the full credentialing team, but there’s a couple that are like more focused on just random projects that come up that get have to get worked for credentialing, just new states new, just different things that they have to dive into. There are a couple auditors that are like auditing our systems. So, I guess all that to say is there’s more than 11 teammates. It’s just we were giving you like truly the ones that are creating the packets that get submitted, got.
Josh Brunell (11:56) It, and on… the audit piece you just mentioned, can you share a little bit more on that? Are the, are they just?
Eric Kahler (12:08) Getting, yeah, they’re doing multiple audits? Like for one they’re auditing like for instance, like united doesn’t send us back a roster that says, hey, these providers are loaded. So they literally have to go into optum system and be like, you know, is josh loaded is Nicole loaded. And then, okay, now we’re good. We can bill under their, them as authorized. So they’re doing that. They’re also auditing our own Salesforce systems and making sure they’re accurate because we just had issues with the data getting in there and being accurate for who like these. You know, this provider is in network for this, these carriers and out of network. So auditing the data within there, there’s probably some more stuff, but that’s like a lot of the work.
Josh Brunell (12:48) Okay. That’s helpful. And so the, but.
Eric Kahler (12:53) I mean, yeah, to be fair, I don’t think that’s wrong to say it’s somewhere between 11 and 20 that would be like impacted by this. There is some work that wouldn’t be impacted by this, but in general, a lot would be.
Josh Brunell (13:05) Okay. The reason why I ask was… I… wanted to understand, yeah, because I’m working with a lot of organizations where they kind of have like, you know, 25 percent of a somewhat like they’re not a dedicated credentialing or payer enrollment specialist, but like 25 50 percent of their time is allocated there versus billing and rev cycle. So like it sounds like those other nine have other kind of day jobs that they’re responsible for. And they’re getting looped in for just some of the work, some of the process. Whereas the 11 are fully dedicated, to putting together submitting the payer enrollment applications doing caqh management, et cetera.
Eric Kahler (13:46) Yeah. We ran into issues where like at one point when I started, it was like everybody was doing a little bit of everything and it was creating a lot of excuses around. We’re not getting to this because I have to do 15 other things. So we started to try to like very much separate responsibilities. That’s why we can say like 11 people that’s all they should be doing. But the other nine, I mean they are doing work that does supplement or, you know, complement what they’re doing? Okay? Helpful. And.
Josh Brunell (14:14) then would it be safe to say as we’re putting together like the proposal like this one was a little difficult for me? This is what I did and I have a feeling probably directionally okay. But just wanted your feedback. You have a variety of number of payers dependent on the state. Yes, we’re just trying to look for an average to understand how many payer enrollments like total are you doing on a given year or can expect? So like the 700 that are being brought on. If we were to take all these states and all the payers add them up, divide them evenly, I think it got us to about 12 on.
Eric Kahler (14:59) Average. Yeah. And you could probably even hedge. I would just hedge towards Texas that’s where most of our clinics are. If you want to just round up and go to 13. Okay? Cool.
Josh Brunell (15:10) That’s helpful. Great. And then, yeah, it sounds like four go down to two but then up to four is the goal at least for this?
Eric Kahler (15:19) Yeah, it’s weird. Yes, that’s exactly right. Yeah, we’ll go, we’ll lose ubh. We’ll keep cigna and Aetna. And I think we’re adding carillon. And then there’s some other one that we might add.
Josh Brunell (15:27) Okay, cool. I think those are all the, I think I just need clarity on this piece. So, thank you. I’m gonna go back to here. So as far as like the way that we kind of think about and I’m gonna go into the business value analysis kind of here the rough draft. There’s some things I need to change based off of what you just had mentioned, which I’ll call out. But as far as like the reason why organizations partner with us, you know, really three buckets of value, it’s hey, accelerating revenue, reducing operational costs and removing both provider abrasion as well as administrative abrasion as well. Obviously, this one’s a little harder for us to analyze. It’s a little bit more qualitative, but on the revenue acceleration, reducing costs, reducing claims denials. Those are the things that we typically will put together in a business value case is what we call it, really to help get to an understanding of like where are we delivering value? I did just want to share too. I’ll follow up with this case study because I think it will resonate based off of the volumes that you’re seeing as far as provider enrollments at your organization, reduction in overall credentialing related denials. And then also there’s some other areas here around speed and accuracy with vivox and MPM pediatrics. Yeah. So, I know it’s not necessarily Aba, we have Aba customers as well that we could reference you to. And I know you’ve spoken to, it sounds like.
Eric Kahler (17:10) We talked to, yeah, access.
Josh Brunell (17:12) Medical. Yeah.
Eric Kahler (17:13) Yeah.
Josh Brunell (17:14) So, I think, you know, as part of the process, happy to connect you with other customers if you like, but just want to share like some of the outcomes that you’re looking to achieve like we’re delivering consistently and we put in contractual slas around the speed in which we work so that there’s less risk from, you know, CFO finance, VP of finance perspective on like making this switch from the in house model to having it more automated and outsourced through medallion. Yeah, like we’re going to actually guarantee the outcomes and then, you know, have financial penalties in place and ramifications if we don’t deliver on those. So just wanted to call that out. Any questions there before we dive into kind of like the analysis? Okay. No, we reviewed this. So thank you for your feedback. So a couple things here that I just want to call out before we get into, the numbers. So providers today, what you’re scaling to sounds like you have 11 fully dedicated resources plus another like nine that you might staff up to. This is the one thing I really wanted your feedback on. And it sounds like you have a good kind of plan and vision for this in place is like, hey, eventually we’re gonna… kind of downsize the team based off of attrition. Maybe there might be reallocated to other areas of the business. I.
Eric Kahler (18:38) just want to make sure, yeah, it’s one of those things where we wouldn’t ever like just be like, hey, this is great term people. But if it was so good that people were just sitting around, we would have to be like, alright, we gotta reallocate people to like other areas. That would be probably the other, you know, because there’s one where it’s like, okay, people are just monitoring it, making sure it’s effective all of that. But at some point, if it’s just that effective, you can’t keep doing that either.
Josh Brunell (19:05) Yeah. I, and that’s commonly what we see. I think… the thing here is like two to three is like pretty conservative. We often see like one or two. I think because of the scale and size of your organization, I would feel confident in like being able to, from an administrative standpoint that size based off of the claims that we’re seeing. And yeah, I do want to like obviously be, and I’m glad we’re kind of like changing, the,
Eric Kahler (19:43) yeah, we would not want to share this with that team exactly.
Josh Brunell (19:46) Yep. 100 percent. And so I mean, really, the business case here is, hey, what are we going to reclaim as far as like fte costs as part of that process or avoid in the future as we’re scaling.
Josh Brunell (20:01) And then when we’re thinking about the delta between on the turnaround times, one area that we didn’t get in the scoping doc, which we can, I expect that we can continue to work on together. We got some of your top payers but not all of them. Yeah. And so like, I put this together as just like, hey, this is what we were given as far as like it could take between five to 16 days that’s about, right? About 10 days on average to submit enrollments as well as to put together a cred file. With medallion, we take about three days to get those applications out the door for the enrollments. And on average, this is across all of our payers. We have a 59 day kind of like end to end completion turnaround time. Now, what we would recommend is that we actually get like maybe a more specific payer list for you. So we can make sure we harden that number because obviously, that’s across all payers across all states. So that would be one thing I would recommend just so we have a very tight defensible number on the revenue acceleration piece. Overall… though, yeah, credentialing is pretty straightforward like we have a one, just under one day average and a three day SLA that we’ll contract to, got it, write offs. So, I sorry.
Eric Kahler (21:25) When you say three days to submit plus 59 days to reach. Do you mean like for a new provider that 59 days to in network status? Yeah.
Josh Brunell (21:38) I’m talking like direct enrollments, not delegated contracts. But, yeah, say you have a new provider who gets started? Yeah, it would take us three days to collect that data, get that application out the door, get them in the medallion, collect that data, get that application out the door. Okay? And then we can actually, we actually have turnaround times, we measure through to completion for them reaching part status. Okay? That 59 days is to part status? Got it. Cool. I know we kind of got a wide range from your team. It could be 30 days. It could be six months. Yeah. I know.
Eric Kahler (22:17) That’s why I was like, I don’t even know what that is for us. I can’t even compare it’s. Probably better. Yeah.
Josh Brunell (22:23) We make some assumptions here. So I’m going to go through those with you just to get your feedback. And then we’ll kind of talk next steps. But as far as like overall business value, once again, we break it down to operational costs and avoidance revenue leakage prevented by helping you reduce the amount of claims denials and write offs that you’re experiencing related to credentialing issues that may need to get adjusted based on the feedback you had shared on the united piece, which I’m happy to adjust. And then the revenue acceleration and I’ll walk through just quickly how we got these numbers just to make sure the inputs make sense. So obviously going from 11 to two to three, we’ll just call it three ftes that takes you down to nine that are potentially getting repurposed.
Josh Brunell (23:11) And then plus an additional one that you’re probably likely going to have to hire with the 700 new that you’re bringing on, right? So that’s the annual opex and capacity and that’s based off a 72 K like salary plus loaded cost benefits. I know most of your folks are in the us. Is that a fair number as far as an input? Because that’s typically what we see, but I know it could depend on kind.
Eric Kahler (23:33) Of, yeah, let’s see… one second here.
Eric Kahler (23:42) We’re probably a little bit below that, maybe more in like 65 K Ish. But I mean, OK, I’ll.
Josh Brunell (23:50) update. I’ll update that perfect overall though. Like, yeah.
Eric Kahler (23:56) This all makes logical sense. Like how you’re doing this? You’re just the gap and then assuming that we would additionally hire per year. So that makes sense.
Josh Brunell (24:03) Yep. And we typically see, so because we’re we have… controls in place around payer enrollment submission. So we have, I think we walked through this on the demo, but just a refresh, we have what we call payer process guys built into medallion. So we know what a clean application looks like. And if we are averting from that, then we will not let us, we will not let you hit submit or our team hit submit. So that helps us go to the 99 percent plus accuracy rating. So we’re not resubmitting applications or because, as you know, when you submit something, it gets delayed and then all of a sudden they bounce it back saying, hey, this is incorrect. We’re missing data that prolongs the process, which leads to the denials that you’re dealing with. Sounds like we might have to adjust this though, knowing that united is a big chunk of this going away. So I.
Eric Kahler (25:01) would like to get you speaking over. Yeah, I mean, that’s fine for now just knowing, that you would probably shoot for of the truly addressable closer to like 50 percent of it, which would be the top line will be less than the four point five. But, okay.
Josh Brunell (25:17) Yeah. And then the last piece is the revenue acceleration. I took 500 dollars per day for revenue for your bcbas. Knowing that it was like 1,800 providers that are bcbas. And then only 25 LPS. I just kind of took that number as far as revenue per day. Is that about accurate less more? Would you say that’s our typical industry average for our other Aba customers we’ve gathered?
Eric Kahler (25:45) See, I never thought about it that way.
Eric Kahler (26:06) You’re essentially just taking like annual revenue divided by providers and then putting it on a per day basis.
Josh Brunell (26:15) Is that right? Yes, exactly?
Eric Kahler (26:23) And getting more, I’m getting more than that. So, I mean, that’s a, yeah, I’m getting like 1,000 dollars, but, yeah.
Josh Brunell (26:30) That’s that. Okay. So, we get some customers who sometimes when we put, you know, 2000 dollars, 1,500 dollars per provider, they’ll poke holes and say, well, they’re only staffed five days a week, and,
Eric Kahler (26:46) yeah, it’s fair. If you actually were to like their.
Josh Brunell (26:48) Caseload isn’t full all the time. And so, yeah. So that’s why we’re pretty conservative with that number. Yeah.
Eric Kahler (26:55) Okay. Cool. That’s fair that you’re not, but still, it would be, it’s going to be more than 500. Okay. Yeah.
Josh Brunell (27:01) That’s helpful. Would you say like bumping it to six, 607 100 or?
Eric Kahler (27:08) Yeah. I think that’s fine. I mean, either way, this one to us is, I mean the one that’s going to be very like a hard savings is the labor one. And then these are, these get into a little bit more of soft saving. Yeah, soft savings or soft, you know, revenue acceleration is great dso improvement. We would gladly take but it wouldn’t be the main reason we did it.
Josh Brunell (27:28) Yep. 100 percent. Okay, cool. I just want to make sure directionally how we’re putting this together. It made sense. Yeah. And I did get the feedback and we’ll go back and make some adjustments based off of what you had shared earlier when we went through the scoping inputs together. Last piece, we have the next call scheduled and, or I’ll remove that invite. I’ll get the new one spun up.
Eric Kahler (27:47) Cool.
Josh Brunell (27:48) Removing Sam, corral, Talia, and Jamie from that until it’ll be you, Chris, and Liz, and Lockie.
Eric Kahler (27:58) Yep.
Josh Brunell (27:59) From there, like how does this typically go? Yeah. Like in your experience, obviously, we’ve worked with a couple other Charles bank portfolio companies, but both have been kind of unique in how their evaluation processes are typically run. Like how have you seen it with other evaluations? Sorry?
Eric Kahler (28:18) So, I guess last question before that, so I guess once you update all that stuff, will there then be a you’re going to have some sort of per year cost or per license or per, yes?
Josh Brunell (28:29) Yeah. 100 percent. Sorry. I wanted to make sure that we validated those inputs ahead of going through the, because some of those inputs I asked you on the scoping piece, like around total enrollments.
Josh Brunell (28:40) Those are what’s going to drive the cost. So, yes, I’m going to have the proposal ready to review on. Cool. Okay.
Eric Kahler (28:46) All I have to say is, yeah, I think the next step for us, I’ll tell you like every new, everything like this we deal with, it gets changed a little bit. But yeah, I think we got to go, we have to circle back with our it team. There’s just been some process changes where we’ve I myself or others we’ve made decisions and then not looped them in. And then they’re like, well, wait a second. You should have included us. We could have. So we’ll circle back with our it team. We basically got to, they know we’re exploring this, but we just need to kind of explain the problem, what potential solutions are and just get their input on whether, you know, they’re feeling good about us pursuing this. That would probably be the next step. And then from there, assuming there’s no red flags there or they’re not like, hey, hold up. We really want to look at something else first. We would then, you know, work with our CFO to talk through, his and coo on their willingness to want to proceed with this if that makes sense. So it’d be a little bit of a first, you know, two tiered approach. First, just talking to our it team, weighing it all out, making sure we have their buy in and then talking to CFO coo about next steps. Okay, perfect. That.
Josh Brunell (30:01) Makes sense. And yeah, we have a technical solutions team that can talk to it about anything. Yeah, security related, data related integrations related like, any and all that. So I’m happy to loop in that team. I know we’re at time here. Do you have a hard stop and do you have to jump to somewhere?
Eric Kahler (30:18) I do have to jump to one other thing but, okay.
Josh Brunell (30:20) Last last question. Yeah, out of the 700 providers you’re bringing on, I talk to a lot of customers that kind of see a big influx when graduates, recent graduates are ending. Like, is there a time of year where you typically see more providers being brought on than others like, or is it pretty just gradual?
Eric Kahler (30:40) It’s pretty. I wouldn’t say random, but it’s fair relatively. Even there’s no, like there’s no period of time where like my gosh, there’s going to be this influx? Okay?
Josh Brunell (30:49) Cool. Yeah, that was it. That was all I had. And yeah, I didn’t know like, when essentially, you would prefer to like onboard that, like what would be a good time? Essentially, like obviously when you’re having peak spikes, like if we want to be ahead of that, that’s just kind of what I was trying.
Eric Kahler (31:06) To get at. Got it. Yeah. No, I think it wouldn’t there wouldn’t be this like, you know, crazy urgency for some line in the sand that we have to be live by that. Okay? We could be a little bit more strategic or not strategic, but we could be more flexible with that.
Josh Brunell (31:20) Awesome. Thank you so much, Eric. This was super helpful. I appreciate the extra couple minutes here. I know you got to jump. I’ll send a quick recap later today and we’ll have the proposal ready to read through.
Eric Kahler (31:31) Cool. And I’ll circle back with our team and let them know that, hey, we’re just going to review pricing and then I’ll give them the next steps and that it’ll be a limited group, so, cool.
Josh Brunell (31:40) Thank you, Eric. Appreciate it. Yeah.
Eric Kahler (31:41) Thanks. Okay. Bye.