Transcript
Chris Jones (00:00) what’s up, josh? Hi, Chris. How’s it going man?
Joshua Levitan (00:07) I’m doing well. I’ll put my camera on in a sec here. Okay? We’ve.
Chris Jones (00:13) got Luis the CFO in the lobby. So, I’ll probably go ahead and let him in.
Chris Jones (00:29) Good afternoon, Luis. How are you? Good?
Louis San Miguel (00:32) Afternoon, sir. Oh, there’s my camera. I was like, I knew I turned the camera on. How are you, Chris?
Chris Jones (00:36) We got you doing well. Thanks yourself.
Louis San Miguel (00:40) Doing well. Hi, josh. Nice to meet you as well.
Joshua Levitan (00:42) How’s it going? Pleasure to meet you?
Louis San Miguel (00:45) Good, good. I don’t know if Kim put it on her inquiry, but Wayne Kavanaugh, who’s our CEO was over at my God, Florida, not Florida family care.
Chris Jones (00:55) Centers, family care centers.
Louis San Miguel (00:56) He’s the one that recommended us over to you all and wanted to explore the opportunity. Asked Kim and I and Craig to speak on.
Chris Jones (01:03) That, that’s awesome. Love it. That’s great.
Louis San Miguel (01:06) Yeah, he spoke very highly of the experience that you all had. Oh, my God, family care centers. I don’t know why I keep wanting to say family, Florida family, but.
Chris Jones (01:19) Yeah. Well, that’s great. That’s our goal with all of our customers, keep them smiling, make them happy and accelerate revenue. And.
Joshua Levitan (01:28) we should probably do the same and say, you guys have yourself a great new CEO because we watched his success at FCC, grow from like 60 providers to like 400. I might have that exactly, not exactly right. But their growth over the last couple years has been tremendous. I.
Louis San Miguel (01:44) Mean, that tells us, I think he said that they were like three or six physical centers and they grew to like 300 or something like that. Something along those lines. Yeah.
Joshua Levitan (01:53) They’re in like five states now, yeah. Yeah, it was, we’re happy at medallion to have helped them do that. Yeah.
Chris Jones (02:02) I think it was, if I remember correctly, it was… gosh, what was it? I think five centers and then grew to, yeah, I think it was like 300, something like that at the time. Yeah. Hi, Kim. How are you? We can’t hear you, Kim?
Louis San Miguel (02:22) You.
Chris Jones (02:23) might be muted up.
Louis San Miguel (02:24) We cannot hear you.
Joshua Levitan (02:27) Are y’all, primarily a teams shop?
Louis San Miguel (02:30) We are, I literally just pinged Kim. I go. Why does everybody outside of our organization use zoom or huddle? Yeah, the Google huddles is the other one.
Joshua Levitan (02:40) My classic joke. It’s bad. And now I’m prefacing it. So it’s going to be even worse. But zoom’s in team, it’s kind of like the newer version of like iPhone versus android.
Louis San Miguel (02:50) Yep.
Joshua Levitan (02:50) Neither of them are hard, both very easy. But when you spend all of your time in one switching to the other makes you feel like, you know, you’re the least technologically savvy person in the world.
Chris Jones (03:06) I’m one of those android holdouts I tried to switch to iPhone and it was just, I lasted about a week and a half and I said enough… funny how that works the.
Louis San Miguel (03:16) Old organization that I was at was all zoom like when we went to covid everything, zoom telehealth with doctors on zoom et cetera. And then like from one day to the next, you’re like, yep, we’re done with zoom. Nobody’s using zoom anymore. You’re using teams now? Like, okay. So, I’m just years of using teams. I’ve gotten used to it. I just, they have removed like for me, the biggest challenge with zoom is they’ve removed our ability to have like a desktop icon. So you’re joining from browser every time. And that experience is not the smoothest experience that one can have. When you’re on the app, it’s totally fine. Can?
Kim (03:48) You guys hear me now?
Louis San Miguel (03:50) Yeah, we got.
Kim (03:51) You. Hey, all right. Sorry about that. Yeah, I had to mess with my zoom setting. So no, thank you guys. So much. Craig did say he was joining.
Chris Jones (04:00) He accepted. Yeah.
Kim (04:03) I did chat with him earlier. Sometimes he comes a little late.
Kim (04:06) He’s busy as well. I do know we have a pretty hard stop actually at two o’clock so, but no, thank you guys. So much for me. Sounds like you already met Louis. Our CFO. I’m the director of RCM, Craig is coming on. He’s our president of clinical ops. And currently right now credentialing is falling under his purview, so I’ll just ping him real quick just to make sure.
Louis San Miguel (04:32) Oh,
Kim (04:33) you did? Okay?
Louis San Miguel (04:36) He hasn’t responded to me but I do.
Joshua Levitan (04:41) Louis, what’s with the cheese in the background packers?
Chris Jones (04:45) Fan. I.
Louis San Miguel (04:46) am a packers fan. I am, so I’m down in Miami. Kim is on the west coast of Florida in Tampa, in between Tampa and sarasota. Our company is headquartered in sarasota. Wayne is now sitting. So he was in Denver. He’s moved to Nashville. So he’s sitting in Nashville, and Craig is sitting in Nashville, Mary, our coo is in Dallas. So we’re kind of all spread out across the country. But yeah, I am a packers fan. It’s really not an exciting story that when I was little, the first football game I remember watching was packers niners and I liked the green team more than the red team. There you go. Not every day, you see.
Joshua Levitan (05:26) The packers next to the U, Miami?
Louis San Miguel (05:31) Exactly. Yeah. I’ve got a I’ve got that actually cheesehead is from my bachelor party that I made all my boys go up to green bay to watch a football game up there in December. So we all the boys from Miami froze their butts off up there, but I’ve got Brett favre up there, Ed rogers over there, Sharon the team over there. So.
Joshua Levitan (05:53) Good for you for making them. I’m up in Boston. I’m a patriots fan. So bad weather games. I know I can feel you there. When I was a kid, one of my buddies, his dad had season tickets. His dad wanted to go to every game. The only games, he didn’t want to go to freezing rain, 10 degrees. So which games did I get to go to? Freezing rain? 10 degrees?
Louis San Miguel (06:16) That’s amazing. Yeah. My old, my old CFO, my old job was from Boston and he was part of the initial group of folks assigned season ticket agreements with Gillette stadium. When it opened, he got to go to six super bowls during his time as a season ticket holder, flew on the team plane, not with the team, but like the team plane that was traveling took a group of season ticket holders. He got to do that twice. He then moved to Kansas City and conveniently the chiefs got good. So now he’s in Miami and I’m wondering when the hell the dolphins are going to wake the hell up because it’s just been a disaster.
Joshua Levitan (06:49) They stocked up with draft picks though, let the dead cap run out for a year or two. A lot of draft picks.
Louis San Miguel (06:56) Yeah, he’s actually friends with the kachuks. So the panthers have won two Stanley cups since he’s been down here. So you get, I call it the luck of the Freddie instead of the luck of the Irish. I don’t know panthers around and teams start winning championships. It’s pretty great.
Chris Jones (07:12) That’s fantastic. I’m in Columbus. I’m a browns fan reluctantly and enough said on that front, the.
Joshua Levitan (07:19) Next call, Chris will come with his jersey that has like 15 quarterbacks crossed out and it’s like hanging off the back of him like a robe.
Chris Jones (07:27) 15 was about 10 years ago. Yeah.
Louis San Miguel (07:31) This is a lot longer.
Chris Jones (07:33) Yeah, exactly. Hey, Craig. How are you? Good?
CraigO’Neil (07:36) How’s.
Chris Jones (07:36) it going? Great. Welcome. Glad you were able to join today.
CraigO’Neil (07:40) Sorry, I’m late. I was on with one of our other leaders and we have a laundry list of things to cover and not enough time to cover it. So.
Kim (07:49) No worries. So.
Chris Jones (07:50) I.
Kim (07:51) think Chris, well, you guys probably want to do an introduction. I know since Craig and I joined, you know, a little late. Maybe we can do that. And then we’ll get into, I think we may have kind of given maybe a potential background of what we were looking to do and kind of then turn it over to you guys. Yeah.
Chris Jones (08:07) That sounds great. So, yeah, we’ll do just some introductions here. So, Chris jones, I’m a kind of executive here. I am a Dalian, so relatively new to the company. Been here for about three years but been in technology, for 20 years. So I’ve been around for a little bit. Appreciate you guys joining josh joining today on our solutions consultant side, josh. I’ll let you introduce yourself. Yeah.
Joshua Levitan (08:30) Pleasure to meet all of you. I ride shotgun here with Chris, but answering more of the sort of technical questions, process, questions, industry questions. I’ll be leading demos and working on all that stuff. Also, my wife is a physical therapist. She actually was hospital based inpatient for a while after she graduated PC school at MGH up here in Boston, recently switched to home health, but I love when I get to talk to physical therapy companies because I get to hear every day when she comes home and we sit around the dinner table about a little bit about her day.
Chris Jones (09:08) Awesome. Thanks, josh. And then Craig, do you want to introduce yourself? Sure. Glad.
CraigO’Neil (09:14) To, so I’m Craig, I’m a president of clinical operations. I’m also a physical therapist. And I’ve been in the outpatient orthopedic private equity backed world for most of my career. I’ve been with physical for just a little over five months now. And so, yeah, that’s I get the opportunity to make the day to day happen and try to make sure the trains run on time which, you know, this obviously plays a key role in the start of all of that. Yeah.
Chris Jones (09:43) Perfect. Thanks for that. So, we were just talking about how you guys heard about medallion and it was through Wayne Cavanaugh who was previously at family care center. So I just pulled this slide up just to share this really quick. So, you know, a couple of the key things to take away here. I think there’s some similarities with you guys where, you know, family care center is growing rapidly and, you know, just dealing with the challenges that come with the traditional way of credentialing, right? Taking too long to get providers enrolled. And, you know, after implementing medallion, I’m sure Wayne can tell you all this that, you know, we cut the credentialing times in half and that obviously has a significant impact on revenue and everything else. So I just wanted to share that since it was topical… but really wanted to, I guess probably get started just by understanding a little bit more about, you know, what brought you to us, right? So kind of what’s the current world look like? You know, we have a little bit of an understanding, a background about the organization as a whole, right? We understand that you have a model of corporate clinics as well as a franchise. It sounds like the franchise is the lion’s share of it, maybe 90 percent or so of your locations or franchise locations. So just kind of interested if you could kind of lay out what you’re doing today, what’s working, what’s not working, et cetera, that’d be helpful kind of level set for the conversation.
CraigO’Neil (11:05) Sure. I know I can kick off and Kim fill in any blanks that I miss along the way with this. So right now, we have an internal credentialing team of two and that serves primarily the company clinic side of the house of the 50 plus locations. And they work with the intermediary qgenda, which is sort of the software piece of that helps keep us organized and focused in the re ups and the resubmissions and all the organization of the data. And then on the franchise side of the house is we do not have a corporate solution. Everything there is really driven through individual folks having to go and find their own credentialing services or process or do it themselves or whatever that looks like. So. And I think we have a, very wide range of what happens from that portion of it. And as you guys know, that creates a significant amount of disparity and like consistency and quality of that.
Joshua Levitan (12:08) And I imagine revenue impacts for you, right? You make money when the franchises make money. So if their processes are not tip top and there’s delayed revenue or denied claims, does that ultimately bubble up when your franchise model for revenue implications on your side? Yeah?
Louis San Miguel (12:23) Because they’re paying royalties on those dollars. So if they can’t get, so, I think the answer is yes, josh, I think Chris, josh, you asked what brought us to you? And so I would say it’s twofold Craig has an initiative he’s working on to hire up a big amount of PTS to make sure our clinics are properly staffed. We want those folks to get credentialed as quickly as possible. So they can start making money as quickly as.
Joshua Levitan (12:48) possible. And that’s on the own side that’s on our.
Louis San Miguel (12:51) corporate owned centers. The second item of value is like Craig alluded to, our franchisees are doing lord knows what? All of them have probably their own process. And so as a franchisor, we have not done historically a good enough job of giving our franchisees the support that they need. And so we’re viewing this as an opportunity to give them a way to credential their folks rapidly effectively. And Craig and I have talked about this a bunch. You have, we have a couple of different models of franchisees. But if you are a PT, like your wife josh is, and she wants to open up a franchise location, she knows what credentialing means. She knows, like kind of terms. We also have business owners, investor owners who don’t know anything about PT or healthcare. They don’t even know what credentialing means. So to Craig’s point, what are they doing for credentialing? Lord knows, they’re probably looking for someone if we could give them a service that right off the bat is going to help them. That would be phenomenal. Now, the one nuance there is, they’re all on their own tax id numbers, their own contract with payr. So we do have two different scenarios where our corporate owned clinics, we have them regionally on tax id numbers. So I think we’ve got 50 stores right now, corporate owned, and we’ve got Kim, is it 15 or 16, 16, 16 tax id numbers that those 50 stores go into? We’ve got 500 franchisees and not prepared to say 500 tens, but it’s some larger number of tens out there. Sure that.
Joshua Levitan (14:23) Makes sense. And I want to double click on one thing just so we understand the revenue picture. Sorry, Craig, I think you were about to say something, but just to clarify for this, the royalties that you earn on the franchises is that like per visit? Is it like a flat fee? Like in terms of the implication of them having bad, you know, not great credentialing affecting you financially like break that down for me. It’s.
Louis San Miguel (14:47) a percentage of revenue, but again, these are all cash basis folks. So really, it’s a percentage of collections ultimately is what you’re at. Yeah. So.
Joshua Levitan (14:56) Denied claims or lack of speed to being credentialed decreases their revenue, therefore decreases the royalties that you take which is a percent of their revenue.
Louis San Miguel (15:06) Yeah. And we do have royalty minimums in place. So if they’re not hitting the revenue threshold, there’s a minimum. Yeah, you’re going, if they aren’t able to get the PT’s credential, they’re not earning revenue. Now, they’re being hit with a new expense, right? Yeah. And now their ramp up their startup cost is really starting to balloon. There’s still a lot of control for them.
Joshua Levitan (15:25) Not to mention, I would assume that we want them to go and talk to all of their PT school colleagues and say open a franchise with fyzical. So the experience for them is also critical in terms of the growth on the franchise side, correct? Yeah. Okay. Thank you for that clarification.
CraigO’Neil (15:41) Yeah. And josh, you alluded to it on the time to credentialing that’s the other, it’s the industry wide issue. Yep. It’s not unique to physical, it’s just a built in barrier from the payers. And so, you know, any ability for us to be quote, self credentialed or to do organizational credentialing and speed that up from six months to three months or three months to one month like that’s. Worth a whole lot of money. Yep. Because it’s the holding the claims. It’s the keeping up with it.
CraigO’Neil (16:12) It’s you know, you guys know this way better than I do. So that’s the other rationale to say, hey, can we just get systems to where there’s zero margin of error in the process of application and return to time to get paid?
Joshua Levitan (16:27) Yep. Makes a ton of sense.
Louis San Miguel (16:32) One.
Joshua Levitan (16:33) Question, just to clarify as well here on the franchisees, they’re on their own tax ids. So, are they securing and negotiating their own payer contracts as well?
Louis San Miguel (16:43) Right now, today, yes. Okay. We have a strategy long term, I guess going backwards a little bit for you all. Wayne, Craig, Mary, our coo and I all joined in Q4 of 25. So we have a lot of initiatives going forward for stuff that was maybe not done correctly previously. We do have a strategy of potentially building an ipa or tapping into an ipa. Yeah. Right now, today, they’re all individually credentialing and negotiating payer contracts themselves. Okay?
Joshua Levitan (17:20) Yeah. I know that’s really interesting when transparently when Chris and I were talking to prep for this call, right? It was one of the things I said to Chris, like I’m really curious to learn, right? Because, you know, we’ve worked with businesses like yours with the franchising model in healthcare, but it’s more common that we’re working with like an ipa or an mso… you know, obviously different business model, but some of the same things that come up when thinking about how to scale, how to grow. Etc, yeah.
Louis San Miguel (17:49) So I would tell you all of that is being explored and thought about but does not exist today.
Joshua Levitan (17:54) Okay, super helpful. And.
CraigO’Neil (17:56) Do you, on that note, do you guys have any pathways to that from being a credentialing organization to say, hey, you know, what? We actually have a network of ipas that we work with through credentialing front?
Joshua Levitan (18:09) So to an extent, yes, I think it’s this is a good segue into sort of sharing a little bit more about us, right? Like qgenda, they do a lot, right? There are other players in this space that do a lot medallion’s approach to this market. Has always been that credentialing is a pain. Everyone always says. I don’t want to think about it. I don’t want to ever hear the word again. And therefore like how can we serve the market best is by focusing on like so exclusively on that problem, that is our only focus that we are not sort of led astray so we, as part of that, like we help organizations get new group contracts, but we don’t like negotiate rates on their half, right? So we’re not really consulting, but there’s a paperwork process involved with establishing a new group enrollment, similar to if you’re enrolling a provider under a group, right? And so like a lot of the automation that we offer touches that process. But the second that we’re talking about like negotiating rates or terms, we’re gonna remove ourselves from the process. And if businesses need help there, there are, you know, a lot of as I’m sure, you know, like sort of more like pay or contracting consulting organizations or people that you can hire that have that and like we think we’re best served in our Lane, they’re best served in their Lane.
Louis San Miguel (19:28) The one.
Joshua Levitan (19:30) Caveat to that would have to be with delegated contracts. Now delegated contracts with payers are a little bit harder in physical therapy because there aren’t always MDS in the business. We can save this topic probably for later, but we do regularly help an FCC. This was a big part of how we help them. We also, we help organizations get delegated. Now, again on the terms of the delegation, we’re not involved, right? We’re not sort of consulting on that. We are involved in the audit, the process, the compliance pieces of delegation audits, you know, using our ncqa certification, et cetera, didn’t really plan on talking too much about the delegation piece today because physical therapy has complications in the delegated world, but Craig, hopefully that gives you an understanding of sort of where we.
CraigO’Neil (20:23) very much yep play.
Joshua Levitan (20:25) And where we don’t and why we consider that an advantage as well. Just want to do a quick time check. We have 10 minutes left here. Like is there, would it be helpful for us to share more about medallion our approach to this industry and what we do? Yeah. Exactly. Okay, Chris, do you want to take this or do you want me to continue?
Louis San Miguel (20:49) We have spoken highly, but you’re talking to three people who have no idea what medallion is, right? Sure.
Chris Jones (20:55) We can jump in. I just have one question there before we do. So obviously, there’s kind of two components that you’re looking at. One is, you know, the corporate initiative and the growth there. But from a franchisee standpoint, how do you envision this model working? Would it be a, you know, kind of a value add a checkbox because I’m assuming, you know, you see people all across the gamut, right? PTS, that may have a better grasp on the credentialing process versus the investor model where they don’t know anything, what would that look like for you? How would you roll it out to the franchisees?
Louis San Miguel (21:31) I think the idea would be so when we have so twofold, when we have a new franchisee, we’d give them a pamphlet and say, hey me with credentialing for, and we’ve negotiated with you guys a pricing that our franchisee would fall into like one master service agreement. And then they’d have the franchisees falling in underneath that.
Chris Jones (21:51) So I.
Louis San Miguel (21:51) mean from a new franchisee perspective, from an existing franchisee, because we also have existing franchisees that have to hire new PTS, for whatever reason. They have credentialing issues, having it just be a service offered to them as needed. They reach out to you guys directly again under that master agreement, which I assume is how you’ve done other franchise models, but I don’t.
Joshua Levitan (22:11) yeah, yeah, yeah. I think there’s we can probably talk for two hours just about that piece and I think there’s I think it’s I think we can come back to that but we’ve seen that model and others work well. Let’s focus real quick on what medallion is giving you that broad understanding. And for the purpose of this, we’ll use corporate owned and we’ll talk about Craig like your primary initiative to provide context. Obviously, you’ll understand the connection to the franchise side. And then there’s the whole sort of contract like the how to roll that out piece which is down the road. So we are an end to end credentialing vendor. If I take a step back and give you a lay of the land here. There’s a lot of legacy companies that offer credentialing services. And I’m using credentialing as a generic term here. What credentialing often entails as I’m sure, you know, is usually some component of state licensing and state licensing renewal… credentialing meaning directly enrolling with a payer, you submit an application, they take X amount of days, they say, yes, you’re a network or the ncqa credentialing, which would be or joint commission for hospitals, but which would be verifying a provider is who they say, they are of the quality, they say they are right? Checking primary sources, which is sometimes important for those delegated insurance contracts and sometimes also just very important for quality and compliance depending on the business. So those are the services we offer. And those services are built off of a provider data management system. So every provider, when they join a new organization, logs into medallion. We grab their data from sources that already exist as a starting point to make their life easy. The source we use primarily is caqh, we ask them to update the data. They have a modern interface where they can log in. They can take a picture of a document on their phone. If they took a picture of their CV, it’s going to read that and plug in their work history, right? So, really great experience for them. Our tool automatically identifies data gaps. Hey, there’s you know, a six month gap in employment and the insurance company, someone’s going to ask about that. So, can you tell us what that was? Can you send us a document whatever? And that’s sort of the getting data process and then we store that data. So a provider data management tool that is really just a database of everything related to credentialing and all of the data that you need for any of these. Downstream processes. We’re a very modern clean interface. We’re venture backed. We’ve raised over 120,000,000 dollars, Google ventures, sequoia, so like, we believe that our tech from the experience of the provider is superior because we look at this as a technology company, not as like a sort of older school healthcare company. That being said, a lot of companies, other vendors have that same piece that I just described right there. Craig your question, does?
CraigO’Neil (25:15) Using the technology and the ability to pull from caqh and so on, does that, do you have faster credentialing rates than everyone? And if so, by how much?
Joshua Levitan (25:26) Yeah. So, there’s a couple of components of that, right? The first time lag is getting data from providers, right? So, by using caqh and by our automated follow up and automated gap identification, we usually see about a 60 to 70 percent reduction in the amount of time it takes to get the data from a provider.
CraigO’Neil (25:45) So, what does that translate into like in real time? Is that weeks? Is that months improvement?
Joshua Levitan (25:50) Let’s call it on average, in the industry, it’s probably three to four weeks. And with medallion, we have an average of two days. An average is an average, that means 50 percent of people take more time, 50 percent less, but significant weeks reduction in getting the data to us, got.
CraigO’Neil (26:06) It, so, to make sure I’m clear that’s just purely getting the data, not necessarily like to credentialing. So it saves on the front end that, you know, minus a couple of weeks now, how does that work for new graduates who have not been credentialed elsewhere yep?
Joshua Levitan (26:24) So, presumably, they don’t have a caqh profile at that point, exactly. So they’re going to enter all of the data directly into medallion. Using our interface, we’ll take a look at all of this on the demo. Yeah.
CraigO’Neil (26:32) One.
Joshua Levitan (26:32) service we also offer then is actually updating caqh building out their caqh profile for them with the data in medallion. We have bidirectional integration, 90 plus percent of payers reference caqh when they’re doing credentialing. So caqh needs to be accurate, needs to be attested huge pain point and time suck. We do that for the provider. If you’ve been in caqh, Craig, you’re a provider, you have takes like eight seconds from each page to load. Looks like it was built in the eighties. Medallion’s a lot easier. So medallion becomes the source of truth. And then we use essentially a bot technology to log in to caqh and keep their profiles up to date and do attestations for them for the provider. That’s probably something that your practice managers might be doing on the like franchiseed for their employees right now or their employees are doing it themselves. But we actually see a lot of organizations where like and maybe on the business side, right? Like we see sometimes there’s a whole person dedicated to just updating caqh on behalf of the provider, that goes away instantly from a time savings perspective. Three minutes left here. I know we have a hard stop Craig. So I’m just gonna like power through to the next piece. Cause I think this is where there’s some differentiation from that point. Like a lot of tools have this. I’d argue we’re the best in this. But like provider data management, collecting data essential to do this. Many other players in the industry from that point forward are basically glorified task management tools. Craig wants to get enrolled with Aetna Florida. They say, okay, do this. Like here’s the process and it’s a checklist and you go through and check it off. But someone is going to let’s say, Aetna in Florida uses an availability portal to collect data, like to allow the submission. Someone is still going into an availability portal and typing in information when I say end to end in the beginning. This is our biggest differentiation which is that we are basically removing the need for your team to do any of that data entry. We are owning this process entirely. So our automation, we can think of this as bots, right? Are going to log into availability instead of a human and fill out the application and hit submit. And then from there, many businesses might call themselves to follow up and say, hey, Aetna. Did you receive this? Are there any issues like what’s going on, right? We own that as well. We have humans in the loop that are credentialing. Managers, like people that might be on your team that we have hired that oversee this whole process as an escalation point like with industry expertise, but we lean as heavily as possible on technology to make sure that we can do this quickly and fast because of how quick we get the applications in. And because we guarantee that those applications get into availability without mistakes, things move quicker to your point, Craig about speed. And because we can follow up with say an AI phone calling bot instead of someone who wants to make a call on their drive home after their day ended at their clinic and, you know, cooking their kids dinner, we can follow up much more rigorously which also then gets us better turnaround times there as well. So in general, we see, I mean it depends on the payer and state and the business and how good their process was. But by owning this process, end to end and medallion almost working as a partner here, but sometimes we use the word outsourcing, it’s a weird term. It’s like there’s a lot more control for providers than other outsource vendors. We’ll talk about that. But with us owning this process end to end, we often see what might’ve been 100 day enrollment cycle with a specific pair in a specific state be reduced to 60 days. So we saved you two weeks in the data collection and 40 days. So 14 days in the data collection and 40 days in the enrollment process. Got it. I apologize.
Chris Jones (30:17) You guys can continue. I have to drop. I have an audit committee meeting. Thanks, louie. I’ll get you looped in. I.
Joshua Levitan (30:24) Also have to drop for another customer call, Craig. We definitely should keep going here, Chris, can you, we’ll do next steps and we’ll yeah, yeah, for sure. Yeah. Sorry, I’m a long winded Guy. So I was trying to give you all the details there. It looks like I got some head nods and you understand, and there’s some good interest, but I got another customer waiting. So thank you very much. Thanks, josh. We’ll talk over.
CraigO’Neil (30:46) The next year, okay?
Chris Jones (30:48) Yeah. So, yeah. So obviously we can pick up on this conversation. I think it makes sense also to dive into a demo and kind of take you through the product from both a provider perspective and from an admin perspective. So do we want to look at calendars now and go ahead and get something locked in? We should probably do an hour for that.
CraigO’Neil (31:08) Yeah… that works.
Chris Jones (31:13) You have, yeah, let me know what works next week is… looks like josh is out the second half of the week, but that’s all right. We can have somebody fill in if that works.
Kim (31:35) What do you have open then Chris and I can kind of, we can see on our side.
Chris Jones (31:40) Yeah. So if we look as early as Monday, we have actually let me see here. If we were to look at Monday. Oh, gosh, that’s kind of ugly. Let me see. We could do one 30 to two 30 eastern. That’s.
Kim (32:02) no, I don’t think that Craig looks like he’s got something. So.
Chris Jones (32:08) Okay. Yeah.
CraigO’Neil (32:10) Monday, Tuesday, not great for me. Okay? What’s Wednesday?
Chris Jones (32:16) Wednesday? Actually, Wednesday afternoon looks pretty good. We could do noon. Okay? We could do well, noon to one 30. So 12 30 to one 30, 12 to one. Whatever you want to do there is open and.
CraigO’Neil (32:32) that’s Eastern Time?
Chris Jones (32:33) That’s eastern. Yeah. So.
CraigO’Neil (32:35) The 11 o’clock sorry, 12 o’clock eastern works for me. So 11 o’clock central. Okay. How about make sure that’s good for you and, or, louie?
Kim (32:45) Yeah, we are open. So I think that works. Okay? 12 to one eastern.
Chris Jones (32:52) Perfect. So that would be Wednesday, the first at 12 o’clock eastern?
Kim (32:56) Yep. Wonderful.
Chris Jones (32:58) Okay. I will send this out momentarily and then we’ll just pick up on the conversation, dive into the demo. And if any questions arise in between, feel free to ping me and we can keep emails open as well.
CraigO’Neil (33:10) Got it. The one thing on that is just and you may be able to answer it now is, does the technology have any connection with the licensing board? So, PT graduates from school, they take their exam and they’re waiting for the licensure to post. Now, everyone’s watching this super close, but someone might go, hey, I’m licensed, but forget to then submit their information. So we’ve already hired them. They’re already an employee. They’re going to start after this.
Chris Jones (33:36) Yeah. So we can show you that as well. But yeah, full license monitoring and management in the application as well?
CraigO’Neil (33:43) Awesome. Perfect. Yep.
Kim (33:45) Thanks so much, Chris. Appreciate.
Chris Jones (33:46) It. Okay. Cool. Thanks for running over a few minutes. You guys enjoy your weekend. Thanks. Bye. Thanks.
CraigO’Neil (33:51) Bye bye.