Transcript
Samantha (01:13) Hi, Sam. Hi, how are you? I’m.
Fatima Nunes (01:16) doing well. How are you? How’s your week going?
Samantha (01:18) Oh, hold on my video’s off. I’m sorry, don’t worry because well, it’s Thursday already. So.
Fatima Nunes (01:24) I know. I’m happy about it. I know.
Samantha (01:26) Weather’s getting a little better. So it’s not so cold in here anymore, so.
Fatima Nunes (01:30) Yeah. Where’s it at right now?
Samantha (01:32) We are like today’s like 55. It’s a little cloudy though today. We’re supposed to get rain tonight, but I’ll take it.
Fatima Nunes (01:39) I love that. That’s warmer.
Samantha (01:42) Yes.
Fatima Nunes (01:44) Perfect. Sorry about that. No, no worries at all. That’s so funny, right? I remember mentioning I’m from Miami. Yes. And so for us, when we think warmer, I’m thinking above eighties. And whenever I talk to anybody in the northeast, they’re like, it’s gotten so warm, it’s like 57.
Samantha (01:59) It’s funny because like anything under 30, the kids are like, I want to stay inside. It’s 50. We’re like heat wave, go outside, go play. And the summer we love because it’s warm, it’s like eighties, but anything over like 35, we’re like put your coats on, go outside.
Fatima Nunes (02:14) That’s so it’s so funny. So, my husband’s from Philly, so we spend a lot of time there. Yes. And so, yeah, I think I was telling you and John whenever I go there like in the winter, like we went to the zoo during Halloween. So it was like forties. Yeah, like three year olds with like just like T shirts shorts. Yeah.
Samantha (02:30) They’re used the kids are used to it. Yeah.
Fatima Nunes (02:32) And my husband’s like stop judging them. They’re used to it like they’re not from Miami. This is not cold for them.
Samantha (02:37) Yeah, no, my kids, they’ve been outside every day after school, so, yeah, they love it. I’m like good, get some fresh air, get your energy out.
Fatima Nunes (02:43) Oh, absolutely. Oh, my God. Yeah. Okay. So, I don’t think, I know we have the next 30 minutes blocked off, Sam. Thank you for sharing the information. You’re welcome. I think Mallory and I have been back to back today on calls. I don’t know why it’s been one of.
Samantha (02:58) those days here too. Yeah.
Fatima Nunes (03:00) Yeah, it was strange we had like some big demos we’ve been back to back, but we did receive your email, and then what I’m thinking for the next 25 minutes or so, I’ll let Mallory kind of just, I’ll share my screen, pull up a scoping doc that I’ve had emailed you.
Fatima Nunes (03:15) And then we’ll just populate the information and make sure, that we’re aligned with like the data that you shared and kind of how we’re thinking about scoping things. Does that work perfect?
Samantha (03:24) Yeah, that works. Yeah, because I sent over yesterday like we did have, you know, obviously, I think it was 20 plus providers in some years, but then we lost 15 providers, not new providers. So it kind of we can kind of work over those numbers.
Fatima Nunes (03:36) Okay. Yeah. So let me go back here then. Let me go back to the attrition. And Mallory, I’ll let you jump in here. I’m just trying to like set it up, I know.
Mallory Smith (03:47) Yeah, absolutely. So, Sam, what I did notice with those numbers you sent back is you’re right around how many providers you naturally lose through attrition with backfilling and basically having new provider growth. So.
Samantha (03:59) That’s.
Mallory Smith (03:59) really good information when we think of like the stability of how many core seats to grant you. So I appreciate you sending that information over. Sounds like it’s going to be hand in hand right there. Okay?
Fatima Nunes (04:10) Mel, so, would you say the 152 is accurate based off the attrition that we had factored in? I?
Mallory Smith (04:16) Probably would, Sam, are you good with that? Since it sounds like you lose just as many as you bring in. Yeah.
Samantha (04:20) Exactly. We lose some, we gain some. Yeah. Okay. I just went through those numbers. I couldn’t believe how many we lost. I was like, you don’t realize, you know?
Fatima Nunes (04:29) Because the thing is you lose like one or two a month? And then at the end of the year that’s 20 that’s easily 20?
Samantha (04:34) Exactly. Yeah, I was like, wow, okay.
Mallory Smith (04:36) Man, I wish my pounds worked like that.
Fatima Nunes (04:40) Okay. So… provider data that’s the core seat in the platform, right? So that’s we have at 152, which sounds like it typically stays around there. The good thing is as you’re losing those providers, those seats will become available. And so it’s not like, hey, we have to continue adding to keep up with growth or anything like.
Samantha (05:02) That exactly, we’re not gaining 20 per year because we’re kind of losing around the same amount, give or take a little bit.
Fatima Nunes (05:08) Exactly. Okay. And then the caqh management Sam, that is us updating and managing those caqh profiles of those 152 providers. And so that’s going to go hand in hand, right? So, if we have 152 providers in seat, then we will be managing 152 caqh… profiles.
Fatima Nunes (05:27) Okay? For payr enrollments here. Actually, I’ll let Mallory jump in here. I realized that I took the lead here, but I’ll let you take the lead Mallory.
Samantha (05:39) I.
Mallory Smith (05:39) will share the lead with you any day.
Fatima Nunes (05:42) I just got too excited.
Mallory Smith (05:45) I love it. Okay, perfect. So when we think of payr enrollments since you are based on those numbers kind of like right around those numbers or that you sent back in the email. So are you still sitting about 15 health plans?
Fatima Nunes (05:59) I mean give.
Samantha (06:00) Or take some like New York has probably about 20, but then you’re grouping, obviously, you’re going to be grouping like unitedhealthcare is unitedhealthcare. Oxford, the community plan like that’s all you’re counting that as one, right?
Mallory Smith (06:13) Yes. So if it’s like one app, GUHC and it covers all of those plans and the different lines of business, then yes, it’s usually grouped.
Samantha (06:20) Okay. So, yeah, I would say it’s like 15 to 20, but then like for Connecticut, it’s like 10, it’s less. Okay. And then Connecticut, we have an ipa, but they’re just, they have an application on top of what we have to do the credentialing through the payers. And then after they’re credentialed, the ipa just flags the accounts with enhanced rates. So we could give you like, you know, after, you know, they don’t do the credentialing, this ipa. They’re just, hey, fill out our application of just like the provider demographics, then they work directly with like blue cross Aetna cigna, and they just flag the accounts once they are credentialed with our tax id for enhanced rates.
Mallory Smith (06:59) But you still have to submit applications, yeah.
Samantha (07:03) We still have to submit credentialing applications to the payers themselves. They don’t handle the credentialing piece of it. This ipa, it’s a smaller hospital based ipa. So it’s small. Yeah, because we were years ago in an ipa for New York and we would give them all the provider, you know, documents they needed. They would submit the applications on behalf of blue cross, Aetna. Cigna, this ipa is small. We do the credentialing, they just kind of then when it’s done go in and flag it, they work with their provider up and flag it for the enhanced rates, which I kind of liked because we had more control. When we went to the ipa in New York. They were taking a lot longer and it was hard to, you know, get the doctors on. We’re no longer in the New York ipa though.
Mallory Smith (07:47) Okay. No, I think that’s fair. Yeah. Internally, we’re trying to figure out like ipa standardization.
Mallory Smith (07:54) So like my team has this little like side project. We always love our side projects. Yeah, we’re just kind of figuring out like how do we scope appropriately for ipa? So they’re going to love this zinger that I bring to them. I’m going to say, hey, they’re no longer, we’re submitting to the ipa, but they’re also submitting but pay applications. I’ll let you know how it goes.
Samantha (08:12) Yeah. Okay.
Mallory Smith (08:13) So, then let’s just keep the number at. Again. As our conversations continue, this number can be adjusted literally until you sign the contract, right? Okay. So if we can just keep an idea going there, but I think since Connecticut has 10, New York has 20 that’ll be the same exactly.
Samantha (08:29) Yeah. Like our insurance list is long now because we break it down by lines of business. So our call center and the front desk, could, you know, schedule accordingly, sure. It’s a little easier for them, but blue cross, we have about 40 lines on there. It’s really one application, you know, so, right?
Mallory Smith (08:42) Oh, perfect. Yeah. And I think like if you do have a call center, the front desk is handling that. You can always either you can send them reports directly from the medallion platform or have it sent automatically or just get them like read only access into medallion. They can see all the payers, all the line of business, all the effective days per line of business. So that’s something we can explore too. Okay, great. Thank you. Okay. Of course. And then payer revalidation. So you’ve got about 126 providers. I know currently, you have 140, but again that natural attrition we’re not going to revalidate those payers because they’re no longer there. If you’re in agreement with that, I just want to make sure. Okay. And then basically, we actually might need to adjust this number. So instead of 12 health plans, Fatima, we might need to bump it up to 15 health plans. Do you agree with that? Sam? Yeah. Okay. Cool. Then we can make that change there. And then we really just do like a rotating every three years. So the way that we do the math, if we have a comprehensive number of like 1,500 revals that would be needed for this provider, it’s only 500 per year because revals usually happen.
Mallory Smith (09:48) And because you have SKU flexibility, you can push and pull volumes as needed per year. Then usually, what we see with our customers is like we’ll need to recredential a third of them every year based on that. Okay. Cool. Okay. And then credentialing of course, to ncqa standards, we’ve got about 24 new providers you’re looking at each year for any of those spots that you have to backfill, credentialing those providers too, or you go with 24 there?
Samantha (10:15) Yeah, that’s fine. Yeah. And.
Mallory Smith (10:17) Then monitoring this number usually just matches the provider data management, the core, it means every provider in the platform will be monitored for the ncqa level compliance. So, I’m thinking medicare opt out, medicaid, exclusions, npdb, oig, Sam, those kind of things. Okay. All right… now, the scope of work concerning hospital applications. I know this is something that you submit for your providers. So really, this, what I probably need first is how many providers out of your 140 or so today have admitting arrangements that you submit applications for that you monitor?
Samantha (10:58) Okay. I would have to get you that. I don’t have to tell me yet because we do have some optometrists, some audiologists, so typically just MDS and the dos. So I’ll get you that number, how many actually perform surgery and have applications?
Mallory Smith (11:10) Okay, wonderful. And then the other piece of that would be, what’s the average number of facilities that you normally see a provider needs appointments with?
Samantha (11:20) Typically, they’re at about average two to three, two to four. Some doctors, some doctors travel more than others, especially like on long island, it’s you know, they’ll go to, you know, maybe they’re credentialed at six surgery centers, but some are just one. So, I would say an average two to four. I’m.
Mallory Smith (11:40) sorry, you just reminded me of something. So, I was at the himss conference a couple weeks ago, and you mentioned long island, I had a colleague that like works or lives in long island, her whole life, and I was like, yeah, we just met another long islander. Her name was Samantha and I was like, it’s like growth partner. She was like that’s my eye doctor.
Samantha (12:00) That’s so funny. She’s like it’s.
Mallory Smith (12:02) right down the road. I’m like, I love that. That’s so.
Samantha (12:04) Funny.
Mallory Smith (12:05) I thought that was Amanda. I don’t know if I ever told you that story.
Fatima Nunes (12:07) Oh, no, you didn’t tell me that’s funny.
Mallory Smith (12:09) That’s funny. Yes. Oh.
Fatima Nunes (12:11) That’s right. She is from long island.
Samantha (12:12) Oh, she’s so long?
Mallory Smith (12:14) Island, I.
Fatima Nunes (12:15) didn’t even realize that. Yeah. Okay. Yeah.
Samantha (12:17) That’s so funny.
Mallory Smith (12:19) Okay. Let me see here. Okay? They’re clients?
Samantha (12:21) Of yours. She’s a client of yours. No.
Mallory Smith (12:23) She’s a colleague?
Samantha (12:24) Oh, a colleague? Oh, that’s so funny.
Mallory Smith (12:26) Yeah, yeah, she’s.
Fatima Nunes (12:27) with small world is long island, big? No.
Samantha (12:31) I mean, from like North Shore to south shore, it’s like 10 Miles, like I’m kind of I’m on the North Shore of long island and I’m like an hour away from New York City and like an hour and a half from like montauk, the end. So, it’s really not that big. You could, you could do a day trip to the city. You could do a day trip to montauk, the hamptons, I mean, driving to the hamptons in the summer though, you’re going to spend three hours of traffic. So we usually go to montauk every summer, but we’ll stay though for like a night or so because doing a day trip there, you’ll sit in summer traffic for three hours, but it should only take you.
Fatima Nunes (13:04) Yeah. Well, that sounds like getting anywhere in Miami. Now you want to do groceries, you better allocate an hour, like to get there hour to come back. It’s just insane. And honestly, I think being an hour away from New York City is the way to do it. If you’re any closer, it’s it sounds too chaotic.
Samantha (13:18) Yeah. So there’s New York City, there’s Nassau county, and suffolk. I’m in suffolk. So, yeah, Nassau county is a little more congested and stuff like that. So it’s really not bad. None of my husband does not work in the city. So we have none of your friends that commute to the city from our area, and it’s really not bad at all. It’s an hour. Okay. Yeah. Cool.
Mallory Smith (13:38) Okay. Sorry, I didn’t mean to get a sidetracker. Okay?
Fatima Nunes (13:44) So, for state licensing, Mallory, I’m reading Sam’s email she sent us today. She said new providers apply for their own state licenses. So we don’t have to worry about that.
Samantha (13:52) Yeah. Like we have a new provider. Now, I sent you the links. I walked her through it. They do it themselves.
Fatima Nunes (13:58) Okay. And then for renewals, you’re managing all state licenses, Dea CDS renewals, and you don’t want like you guys are happy with that setup, you wouldn’t want us to?
Samantha (14:06) Yeah, we’re doing it in house. Now, the doctors send us the link, the Dea link and we just kind of renew it internally with the credit card. So I guess we’ll continue still handling that. That’s fine. Okay.
Fatima Nunes (14:16) We’ll follow your lead. Okay?
Mallory Smith (14:18) One final question Fatima, if we can please with hospital applications, how often are they needing to be reappointed? Is it every two years, every three years?
Samantha (14:29) About two to three. Some surgery centers are two, some are three? Okay? So about two to three years. Yeah.
Mallory Smith (14:35) Usually, when I’m doing the math there, I’m like calculating how many you would need that need to go through the reappointment. I usually make the number of providers times the number of applications times like one point five. Okay? And then that’s usually what we’ll see. I think like between two and three, one point five is like right there in that middle. Okay… that doesn’t make sense, but the math always works out.
Samantha (14:59) Yeah, but.
Mallory Smith (15:00) Either way, so that’ll be fine, that’ll get us what we need just for us to do those reappointments for you. And then two to four facilities. On average. Perfect. We’ll say somewhere like three and.
Samantha (15:11) then I’ll get you, I’ll email you guys the number of how many physicians actually have hospital. And I’m saying let’s say we have 140 providers. I would say probably 80 90, but, I’ll get a number for you.
Mallory Smith (15:25) Oh, that’s perfect. Yeah, we can just say 90. Yeah, just to make sure that we allow enough. And then once you get that final number, then we’ll get there. Okay. Perfect. Thank you. I think that’s everything I need. Okay. Anything that you’re thinking of?
Fatima Nunes (15:38) No, I think that was pretty much it. It was just confirming that all the values here are accurate.
Samantha (15:43) Yeah. And whatever, if you think of anything else, just email me. I’m happy to help.
Fatima Nunes (15:47) Yeah, absolutely. And so while we have you, I know we have a little bit of time. Yeah, you know, it’s always important to us. You’re going to be the end user. Like, I understand this decision in the past was made without really involving you, your team, which I think was definitely a miss. And so it’s important that you, your team like you feel at the minimum comfortable with the system with what we’ve shared. And if there’s something that you’re like, hey, I don’t know, I have some concerns here. We want to make sure we get ahead of those concerns and address those. Is there anything I guess from what you’ve seen so far, do you feel comfortable with what you’ve seen? Is there anything? No, I.
Samantha (16:22) feel comfortable. I really like the reporting options on it kind of be customized, you know, like I was saying, we have a lot of doctors going to different offices just to be able to share with our operations team. Like, hey, this doctor is 40 percent credentialed in this location, but 50 percent in this location and to drop the ball on these two locations for this doctor and kind of tracking patterns also with different payers for different states of, hey, we have a doctor. Let’s say this doctor signed a contract. We want to start them in 120 days. I can kind of give the operations team a kind of a heads up. Hey, in New York, X y and Z payers, they’re going to be 150 days. They’re slow. Like I kind of like that kind of tracking too. Just kind of give everyone a heads up what they can expect, you know, kind of give them visibility or even the doctor. Hey, you’re going to be 75 percent credentialed when you start, we’re going to be pending X y and Z and it’s all laid out in the reporting, which is nice too.
Fatima Nunes (17:16) Yeah, absolutely. I know that’s something that John stressed was we want to be realistic, right? And if it’s going to take long, that’s fine. It’s not ideal but it’s fine. But we want to make sure we set the right expectations with leadership with providers, so that there’s no confusion there. Okay. And then I guess talking about the existing vendor, I know you and John shared there’s kind of like there sounds like a little performance plan you’re.
Samantha (17:44) reevaluating them. Yeah, we’re halfway through it. So kind of reevaluating seeing, you know, certain issues we’re having with them, if they could really maintain that if it’s going to be an issue forever, so that’s you know, kind of what we’re doing with them right now? How?
Fatima Nunes (17:58) Do you feel? I guess now you’re only halfway through? So what is the, like, is it April? The end of April is when that?
Samantha (18:04) Develops, I think we’re giving them another 30 days and that was the end of the timeline. Of course, after you speak with anyone, you know, they’re going to improve, but we have to make sure that’s maintaining, you know, we had a conversation with them a week and a half ago, two weeks ago. It improved the 30 days prior to that when we spoke to them too. So we have to, we’re really tracking if it’s going to dip again kind of stuff like that. If the reporting is going to get better, timelines are going to get better. We have to make sure, like for example, if I send them, dr smith’s an established doctor with us but he just wants to go to a different location, those links just to add a demographic update should not take three weeks to go out. So we’re tracking stuff like that on their side of, you know, we just don’t want it to be a one off. Either. We don’t want them to just do it to appease us for the moment. We want to make sure, you know, that’s what we’re tracking right now.
Fatima Nunes (18:52) So, I guess how do you just out of curiosity just for my learning, how do you, how do you ensure that? Like how do you ensure that once they’re hey, they’re doing great these next 30 days? Like how do you ensure that after the 30 days they continue the same high performance? Is there a way like legally contract wise that you guys can, hold them to that standard? I?
Samantha (19:12) Don’t have a copy of the contract. So I don’t know John might have a copy of it. I don’t know if we can legally hold them to standards. I don’t know what was if there’s any slas written into it like, hey, right, contractually, we have to get these applications out in 10 days. So, I’m not, I’m unaware they kind of let me left me in the dark on all that. So I’m not sure what we could do, you know, because typically, you know, when you sign a contract with a vendor, there’s slas written in like, hey, you know, we signed with you.
Samantha (19:38) We’re going to go over everything we have 10 days, 30 days. You know what I mean? There’ll be stuff in place and if you’re not holding, you know, we’ll have to hold you accountable. If you’re not getting that out, you know, obviously there’s always the one and two off say we couldn’t get this application out because X y and Z, right? Documented stuff like that. I’m not sure what was in our contract with the other vendor.
Fatima Nunes (19:57) Interesting that’s definitely a piece. I’m sure John’s like looking into that because listen, somebody’s going to take, if you give somebody 100 days to do something, they’re going to take the full 100 days. So if there’s no SLA’s and there’s no urgency on their end to get it out any sooner than that.
Samantha (20:11) Exactly.
Fatima Nunes (20:14) Okay. I’m trying to think, is there anything else? I know John is looking into more of like the revenue cycle, the numbers. Does this make sense? Yeah… I know the.
Samantha (20:25) Only other concern we had is if, I know you said you guys did it before, like moving vendor to vendor kind of implementing it from the vendor. And my small internal team is just me and Jen and myself now kind of like how that would look the implementation, like we would work with our old vendor kind of extract all that data out, give it to you guys. You’ve done that before though, right? You said, yeah, we.
Fatima Nunes (20:48) do we do it daily? Most of the organizations that come to medallion have some system in place and either they’ve outgrown the system or similar to your case, they’re just not happy with it. It’s not meeting their expectations. So they transition over to medallion. And so I’ll let Mallory to speak to more of the details. I know once the timing is better, and you and John want to disclose who that vendor is. I think that’ll help us actually pull… more contextualized implementation timelines, what that looks like. And also because we do this so often, we can share, exactly, hey, what the data transfer, data migration will look like depending on the vendor and is it going to be challenging? Is it going to be smooth? We have a lot of experience with that. What I will say, I know this is top of mind for every credentialing team. It’s hey, we have a lean team. We don’t have a ton of resources to help us with a huge data migration. What I will say is medallion has it’s an import template, okay? And it’s pretty much an excel spreadsheet with a few tabs where you and the person that works with you will fill out all of your provider data, mpi, first name, last name, specialty, very basic information that you have, and then tabs around facility names, just more of those details. And it’s pretty much that is the bulk of what we use to start the implementation process. So it’s everything, all that data in that import template that we share with you. That’s what you’d fill out and then we’d use that to launch implementation. Okay? I think the biggest thing and I’ll let Mallory talk about. This is just any existing enrollment or services that you’re currently using with your current vendor. Yeah. What would that crossover? What would that period be? Where medallion picks it up and you stop giving?
Samantha (22:34) Yeah, we would have to work out with let’s say we chose come to you guys. We would have to work with them like, hey, you’re required by a certain date to finish up this and even left open. You’re then required to tell us what’s open still and we would have to transfer it over to you guys because we couldn’t just say, hey, we’re stopping next week with them and we can’t tell our providers like, hey, you know, that fell through the cracks because now we have a new vendor and it got messed up in between because we kind of went through that from losing the team like not having a team to outsourcing it. Not that anything fell through the cracks but the vendor took a little longer than normal. So we don’t want to have to tell the doctor, hey, you know, they’re not working on your stuff because you still have to, you know, sign a DocuSign or, you know, something like that. We just kind of make a smooth transition.
Fatima Nunes (23:21) Yeah, absolutely. Go.
Mallory Smith (23:23) Mel. So I would probably say Sam Fatima’s right? We deal with this every single day. So we actually do phased approaches because of that. So what I would recommend is that if you decide that you would like to move forward with medallion to speak to your current vendor and basically just ask them to extract the information in a CSV format. So you have different fields for different data points. And then we have an import template that we’re going to share with you before you sign the contract. So you can get eyes on it. You’re familiar with it. We’ll have a whole scoping session with you. And then our implementation manager and our head of technical solutions can go through and basically build a curated implementation plan with you for that in mind that, of course, that, hey, we just submitted an enrollment request here, but they’re not going to follow up after this point or they’re going to say, we’re going to have them submit enrollment requests through this date. And then we’re going to transfer those lines to medallion. So there’s always to dictate that in the spreadsheet itself. You literally just put transfer line and then have a copy of the application that’s always preferred, of course. And then we just follow up with the payer until that’s approved. So we absolutely have everything built out for you. We’ll probably have a 30 minutes to an hour long scoping session just to make sure you’re comfortable with it.
Samantha (24:42) Okay. That sounds good. Yeah, because I just, you know, transferring from one vendor to another, I just want to make sure like, yeah, it’s you know, sometimes it can be a little scary. So, yeah. Oh.
Mallory Smith (24:50) Of course. Yes. Yeah. We even if we have like pzero initiatives Fatima and I just met with someone earlier this week that they were leaving their vendor, but they still needed applications to be submitted like during the implementation process. So we were able to work with them. And so I think we’re very amenable, and I joke that this implementation that the head of it, he fell from heaven. So, I just like, I think you’d be in great hands. Oh.
Samantha (25:17) Yeah, he’s phenomenal. I.
Fatima Nunes (25:18) Was wondering who you were talking about. I was like fell from heaven. I was like, yeah, Sammy… yeah, he’s great. I think what we can do and I guess this all goes back to like, the last thing we want to do is push things at an unnatural pace like that’s. Not our intention at all. I know that this is a big decision. It’s going to impact the organization. There’s multiple stakeholders that need to get involved. But so we will follow your lead on timeline. You John’s lead. When you tell us, hey, it’s looking like we’re going to get off this vendor. Let’s start talking a little bit more concrete implementation Mallory and I can download that import template, generate it for you, send it your way so you and that other member of your team can have eyes on it. Okay? And then you can start working on inputting that data, you know, weeks in advance before you would finalize an agreement. Yeah. So we’d be able to share that with you, get you on an implementation scope, all of that way in advance before you sign off in an agreement with us. And I think that’s how we recommend it. We typically, as soon as you say, hey, it’s looking like we’re going to pursue medallion. We would, I’m sorry, I’ve been sick and I feel like I have.
Samantha (26:26) Oh, okay. Yeah.
Fatima Nunes (26:29) We would generate the template, make sure that all the services that are in scope are included in that import template and we would email that to you and then you and your team start working on that and we’ll give you ample time to get that data. And then once we understand who that vendor that you’re working with is, then we’ll know, hey, in terms of like bulk data migration to medallion, we’ll give you more insight into what that looks like.
Samantha (26:51) Yeah. Give us insight if it’s going to be longer than expected. Okay? That’s fine around.
Fatima Nunes (26:55) Everything around what that typically looks like? Okay? Do you have an idea? I know, I can’t remember now, I have to look at my notes. John mentioned there’s a period. There’s usually a period that you have to give either a 60 day, 90 day notice. Do you know what that?
Samantha (27:06) Is, yeah, I don’t know what that is. I don’t know if John looked it up yet, but I’ll ask him. He’s out today and tomorrow. So when he comes back next week, I’ll ask.
Fatima Nunes (27:11) him. Okay. That would just also be helpful so we can work backwards from that timeline. Usually it’s somewhere, you know, in the 60 day range, 30 days plus or minus. But, okay. So I think we have everything we need. Sam, if you can share that provider data for the hospital applications, that’ll be perfect. Mallory and I have time set up to re scope everything. And then I know in parallel, John’s working on the kind of like more of the Roi stuff. Yes. So I think it’ll just give us a few days, right? We’ll follow up sometime middle of next week and then we’ll figure out, hey, does it make sense to kind of connect again and get on a call? Perfect. Okay. Perfect. Well, if you need anything, please reach out.
Samantha (27:52) Same here. All right. Thank you. Awesome.
Fatima Nunes (27:53) Thanks. Bye.