Transcript
Jordan Tantleff (00:00) what’s up, brother?
Jordan Tantleff (00:23) What’s the rest of the day looking like after this?
Dave Wallach (00:31) Sorry, three more balls?
Jordan Tantleff (00:35) Three more wow back?
Dave Wallach (00:37) To back to back three in a row gotta?
Jordan Tantleff (00:40) Jam in on the end of the quarter man chasing… yes.
Dave Wallach (00:44) He’s… gonna come down to the wire.
Dave Wallach (00:57) And you got this. I got a four and a four 30.
Jordan Tantleff (01:02) Yeah. Well, I think we’ll definitely have this wrapped up by four. This call at least… ahem,
Jordan Tantleff (01:23) I could play some pickleball later. Yeah.
Dave Wallach (01:25) You like to play pickleball?
Jordan Tantleff (01:27) A little bit. I’m not like one of those crazed, you… know, obsessors over it. I don’t know a lot of my friends have like titles that are so much money and I’m like, alright, I’m not gonna do all that, but.
Dave Wallach (01:41) My daughter plays tennis, so she likes to play pickleball we go back and forth and make our own rules like just more like tennis style, but there are rules to pickleball which I don’t really know exactly how you do it, but we have fun with it. It’s.
Jordan Tantleff (01:56) a good sport and I get a good sweat doing it and I don’t I’m not the type of Guy that goes on runs. So, I need to get my cardio from somewhere. There you go. That’s what I’m chalking it up to for now. Good, good.
Dave Wallach (02:14) There’s a place near you. I’m assuming a club or something.
Jordan Tantleff (02:18) They do have like indoor places that are like a driveway, but they have like outdoor parks to the public that I just walk to. So it’s probably going to be a zoo today if I had to guess because it’s like the first nice day in a while.
Dave Wallach (02:31) I’d have to think so. Yeah.
Jordan Tantleff (02:49) Let cliff in here.
Jordan Tantleff (02:59) Hey, cliff. How’s it going? How’s it going, buddy? It’s going well, how was your weekend?
Clifton Bazhaw (03:07) Wasn’t bad, wasn’t bad. Busy, but good.
Jordan Tantleff (03:11) Busy’s good on the weekends. Sometimes I had a lazy weekend. I can’t say I was busy but maybe… good for.
Clifton Bazhaw (03:20) You brother.
Jordan Tantleff (03:21) Exactly. A little R, R, I was telling Dave here that it’s finally nice here. So I’m going to stop being lazy and go and try and play some pickleball in a little bit. Go. I don’t know if that’s picked up big in Texas yet or not. But it’s big up in the northeast.
Clifton Bazhaw (03:38) Yeah, it’s pretty. I see stuff all around.
Jordan Tantleff (03:43) It’s a good workout. It’s easy on your legs. I had knee surgery a couple of years back, so gotta take it easy with what I’m doing but happy to be able to join here. Cliff. I know I sent you an email about the dinner in Dallas. I’m not sure if you saw that, but just let me know if you’re open to joining. It’s. May sixth at the stillwater, if you’ve ever been, and we’d love to have you there.
Clifton Bazhaw (04:07) Let me check my calendar and I’ll get back with you.
Jordan Tantleff (04:10) Awesome. You.
Dave Wallach (04:11) Ever been there before? Cliff stillwells. Nope. I was there last year. It was good. We had a bunch of tomahawks on the table. It was a good time… yes.
Jordan Tantleff (04:24) Let me go ahead and pull this up here.
Jordan Tantleff (04:26) And cliff, what I’d like to do today is kind of walk through a first pass at what a partnership with medallion would look like for uvp. With the goal for this session isn’t to necessarily present a finalized proposal, but rather tighten up the scope of work and forecasted growth together. So we can just tighten up that model a bit for you.
Clifton Bazhaw (04:49) Okay.
Jordan Tantleff (04:49) Specifically, I want to focus on a couple of areas where we still have some assumptions and we can walk through that, which is provider growth as you guys scale towards that 1,000,000,000 dollar revenue target. And then the payer per provider or payer enrollment per provider, to inform that enrollment volume. Because I know we talked about, I think two calls back that roughly 90 95 percent of your revenue comes from the bigger payers in each market. So just want to make sure we’re aligned on what makes sense of how many enrollments we’re actually handling per provider. The last thing I want to do is put a proposal together where we’re kind of inflating the number of enrollments per provider, where it might not be completely necessary, if that makes sense. Okay? And then once we refine these inputs, we can, you know, turn this into a much more accurate model and then kind of come back later this week or, you know, based on your availability with pricing that accurately reflects the business and not just kind of a generic estimate. So definitely want today to be collaborative, you know, anything that feels off, you know, let me know and we can adjust numbers live and make sure it’s something that you ultimately feel comfortable, you know, taking internally once we get to that step, sounds good. All right. Let me pull up my slides here.
Jordan Tantleff (06:17) Should be able to see here now and I know I’ve shown this slide here before but, you know, we’ll probably keep coming back to this as this is really ultimately the goal of the partnership which at a high level is anchoring to these three outcomes of getting providers revenue generating faster. You know, reducing any errors and downstream, you know, revenue leakage and really building that infrastructure that scales with you to that 1,000,000,000 dollar revenue target without adding headcount every step of the way. I won’t read through this here. But, you know, as a recap, you know, medallion tends to be different in the fact that we aren’t just a software, you know, like MD-Staff, most tools like MD-Staff help manage the work, but you still need people to actually execute that work.
Jordan Tantleff (06:58) What we’re proposing here is fundamentally different. You know, we own the execution and the workflows commit to slas, and are measured based on those outcomes from your seat. You know, that means predictable provider ramp timelines, you know, predictable opex and less dependency on, you know, hiring training and managing a team to keep up with that growth. This is a simple, you know, current state versus future state view showing what actual changes look like with medallion. So on the left, here is uvp’s current state. And on the right is kind of your future state with medallion. So starting at the top here, based on the kind of scoping doc we sent over today, enrollment submissions take about two weeks to get out the door between, you know, provider data collection and actually submitting those enrollments with medallion. We average those enrollment submissions in five days and contract to an SLA of getting those enrollment applications out the door in less than 10 days. Second is the kind of payer approval timelines. I know cliff that we went back and forth on email. We discussed that, you know, medicare can take two weeks and then turnaround times vary anywhere from, you know, 30 days to five months depending on that payer, you know, market line of business et cetera for the sake of this bva conversation and let me know if we need to adjust that here. I’ve anchored on the kind of average turnaround time being of 90 days, which again, we can certainly adjust, you know, as needed with medallion across all of the, you know, payers markets and lines of businesses where you’re in, we are averaging 56 day turnaround times. So there’s a 34 day improvement versus that 90 day mark. I’ll pause here if 90 days seems fair, I guess for this exercise and something that we could kind of work on as you socialize this internally down the road.
Clifton Bazhaw (08:55) Yeah, I think it, I think that makes sense. Okay, perfect.
Jordan Tantleff (08:58) In regards to the current state and current cost structure, you have a team of, you know, four full time employees, which comes out to about 260,000 dollars with that MD-Staff, annual cost of 24,000 dollars, which equates to 284,000 dollars of opex, year over year. It seemed like, the kind of write offs due to claims denials was a very small, you know, portion of the kind of overall, equation here, which is that 9,127 dollars, which is a good sign. Yeah, I wasn’t sure if, you know, those claims denials might be a bigger metric that we had to keep an eye on, but it’s good to see that’s kind of, you know, at bay as of today. Yeah. Before I move on, any questions, on this slide here?
Clifton Bazhaw (09:45) No, it looks pretty straightforward. Okay?
Jordan Tantleff (09:46) Perfect. And then this as, you know, is where, the model becomes a bit more meaningful. So, not just the cost aspect, but revenue timing. So, just to kind of explain how we got, to the numbers on this slide, if each provider is generating that at 8,173 dollars per day, as you guys referenced in the scoping doc, and we produce, reduce turnaround times by 34 days across. Let’s say you guys are adding 25 providers annually that equates to about six point 9,000,000 dollars in accelerated revenue. One thing I’d love to kind of get, your take on is, with that 1,000,000,000 dollar revenue target in mind has, have you or, you know, someone at uvp scoped out what that annual growth in providers is needed to kind of get to, that revenue target?
Clifton Bazhaw (10:42) I’m sure someone has, but, I think, you know, it’s really focused on kind of a year over year situation. I don’t think we’ve got into hey, you know, like right now, the eventual goal three or four years from now is the goal three or four years. But that being said, we’re taking it year by year because we need to hit, you know, the revenue, anticipated revenue for 20 26 first, right? So, so I think it’s, that goal, when we talk about a 1,000,000,000 dollars, it’s not something that’s been mapped out like this is what we’ve got to do every year to get there in four years. It’s a, you know, kind of a dream, goal, this is what we need to hit, but you got to hit 400,000,000 before you can do that, right? So, I think the focus really is about improving this year and how many providers do we need, to hit the provider days and the case and visit volume, all that good stuff?
Dave Wallach (11:40) Jordan, I may be jumping the gun on this, cliff and I know you guys have had a lot more conversations than the ones that I’ve been part of. Have you determined, how many providers you target or plan to hire for next year or I guess in the next 12 months, I.
Clifton Bazhaw (11:56) Think it’s around 20 more. We were probably at 171, 21 75. I think we’re going to be, you know, call it 190 to make it even. So, I think somewhere around in there is the goal.
Dave Wallach (12:12) Thank you. Makes sense. Yeah.
Clifton Bazhaw (12:14) That’s kind of the providers to fill out what we’ve you know, got in open block time. Now that being said, we’ve… got a lot of capex goals for this year. And just depending on how we can be flexible with, you know, the lending situation and things like that, whether we can, you know, increase the capacity beyond providers we are looking at that.
Jordan Tantleff (12:41) That makes a lot of sense. That makes a lot of sense. I think. So I went ahead and tried to kind of start thinking about what a, you know, network size of providers would need to look like to kind of hit certain milestones of revenue for you all. And again, this is just based on like the 8,173 dollars per day in provider. And the math here… is similar to how you guys kind of calculated, the revenue per day where, you know, providers, number of providers times the number of working days, which is 250 that you guys used in the scoping doc, times that 8,000, 173 dollars in revenue. So, what I’m attempting to do is kind of translate that revenue target into likely what it means from a provider standpoint. So, today, you guys are close to an average of 155 providers at any given point in the year at roughly 317,000,000 dollars in revenue. Based on kind of this calculation to get to that 1,000,000,000 dollar revenue target would look like, a network size of 489 providers.
Clifton Bazhaw (13:46) I’m about, right. Yeah, I think it makes.
Jordan Tantleff (13:48) sense. Okay, perfect. And then, in today’s current state, with MD-Staff, there’s a team of four full time employees managing that network of 155 employed providers, which is roughly a ratio of one full time employee for every 39 employed providers with that kind of understanding. And just like that linear, you know, equation per.
Dave Wallach (14:12) SE, in order to,
Jordan Tantleff (14:13) scale to that 1,000,000,000 dollars in revenue with that 489 provider, network size, you’d have to staff up that internal team to about 12 or 13 full time employees, which equates to, you know, as you see here on the slide, you know, over 800,000 dollars in opex, with the MD-Staff annual cost. And that’s assuming MD-Staff stays at that annual cost of 24,000 dollars even as you scale your provider network, I’m not sure if that is the case or not. But just for kind of illustrative purposes here.
Clifton Bazhaw (14:45) Gotcha.
Jordan Tantleff (14:47) And as we’ve discussed, you know, the purpose of evaluating medallion is to put a scalable infrastructure in place to avoid, you know, this exact scenario. And we’re adding this headcount is where this would start to kind of show up as you scale that provider network. So what I’d love to do on, you know, coming out of this part of this conversation is if it’s possible kind of lock in, you know, or understand a reasonable provider growth, you know, year over year that uvp is comfortable with and use that to build out a more accurate model and pricing for you that we can review at some point later this week. I’m not saying that we have to, you know, contract to you guys growing to 489 providers, in three years, but directionally just trying to get a sense of what that might look like.
Clifton Bazhaw (15:36) Sure. Yeah, I can talk to some folks and try to get a more as accurate, and pointed view as I can get.
Dave Wallach (15:45) That’d be great, I mean, and I’m just talking out loud here, cliff, right? Based on the conversation, obviously current state 155 providers. Next phase, year two would be another 20 Ish, right? But then I think from there, that next year is where it seems to, you know, that’s where I think a little input’s needed. Is it going?
Clifton Bazhaw (16:09) To be another, yeah, it’s going to be a little… bit, a little bit. It’s going to be in flux because just again, depends on what we can earmark for capex this year, get it built and have it ready for next year. But that’s going to be the key. I think at least let me put it in a different way, same store. So, same store capacity that being said, we would have to loop in any potential acquisitions in 20 20 for a full 20 27. So I can give it, I can talk to, you know, rich or CFO and a couple of others and see if I can get it as accurate as I can get it cliff.
Joshua Levitan (16:53) Just to clarify when you’re talking capex there, there’s two forms of that right there’s acquisition, capex or denovo clinic capex, but either way, it sounds like to me what you’re saying is right now if your centers are running basically at near capacity, you’re only going to grow by getting some sort of new location, well?
Clifton Bazhaw (17:12) There’s three different mechanisms here, right? One is we do have some centers in certain regions which aren’t at full capacity, right? And a lot of that has to do with provider availability for certain specialties that’s number one. So we’re looking into we’re recruiting and doing everything we can do now to be able to get that done even if that includes… you know, where we lease out ascs for other providers that aren’t uvp providers, whatever the case may be. So that’s number one, the second is de novo, right? So we do have an ability at some of our ascs be able to lease more space, do some more build out with which we’ll be able to grow. So, and, you know, have more availability. So that’s number two that’s hopefully something we can put together this year to be able to move forward, get it built out, get it ready for essentially that’s. Second third is obviously acquisition. So an acquisition, meaning, you know, where are we looking at to grow? We’re looking at, right? Two other states and including growing in our own states in our own regions where we’re currently at. But also there’s two extra states that we’re looking into to grow beyond our four that we’re in. Now, that one’s a little harder to nail down because you guys know when it comes to acquisitions, you just don’t know you have a goal in mind, but whether you can achieve all those goals, whether you can find all the providers and the specialties, you need to be able to service the capacity that’s number one, whether you can free up enough de novo capex to be able to make that bill and get it done and get it completed by the end of 20 26.
Clifton Bazhaw (19:09) And then obviously, the third one, you know, being acquisitions which can fall apart literally in 48 hours. If the economics don’t work. So those are some of the things that we can, I can give you some sort of estimation but to say that that’s definitely going to happen for 20 27 would be a difficult thing to nail down. That makes.
Joshua Levitan (19:31) sense. Thanks for the context.
Clifton Bazhaw (19:32) Yeah, no problem. And going.
Jordan Tantleff (19:34) Off that, I think the goal of that is to even if it’s just like conservative. Yeah, I’m not asking.
Clifton Bazhaw (19:40) You to over? Yeah, exactly. Exactly. I can nail it down to something that would be kind of a conservative that’s whether it’s you know, we wind up at 373 180,000,000 this year. Take that to, you know, next year, you know, 455 100, whatever the case may be. And probably we can knock off a little bit of that and say, OK, conservatively, we’ll definitely hit X, we believe in case unless something economically within the US happens which is, you know, will prevent us from being able to do that. Other than that, I think we can come up with some sort of conservative estimate where we can all work on that’d.
Jordan Tantleff (20:22) be great. That’d be a great starting point for us to kind of work off of and build the model against. And, the other kind of side of that as well is, I know in the scoping doc, there was that range of, you know, anywhere from 14 to 38 enrollments per provider. And obviously, that depends on kind of the market you guys are operating in and going back to, you know, again, 99, 90 to 95 percent of the revenue coming from, you know, the more major payers in each market would love to get a sense of kind of what, the actual enrollments per provider would look like instead of just that range. Just again because the last thing I want to do is put a quote together where it’s all these new providers that you’re onboarding are going to be in 38 different health plans per provider. And that would just obviously bring the pricing a little bit out of scope and unrealistic to what the actual use case might be. So if we can kind of fine tune what the enrollments look like for each provider, that would also help us directionally get to a more realistic pricing for you.
Clifton Bazhaw (21:29) Sounds good. This next?
Jordan Tantleff (21:33) Slide is kind of just to illustrate the same kind of revenue acceleration went over before, but, at the scale to reach that 1,000,000,000 dollar revenue target. So in order to close the gap from the number of providers that you guys have today of around 155 to that 489 provider number I discussed before that would look like adding 111 providers annually if we were able to recapture those 34 billable days that equates to about 30 point 8,000,000 dollars in accelerated revenue annually.
Jordan Tantleff (22:07) And that’s from a financial standpoint. You know, this shows up obviously in two ways, you know, improved cash flow timing and stronger EBITDA performance due to earlier revenue recapture. But again, this is kind of where, you know, just like we’re discussing where we want to make sure we kind of tighten this up together just because, you know, this model is only as good as kind of inputs that we’re using. So if we could kind of get those inputs as a next step, we can certainly set up some time to just make this a little bit more tailored to the actual use case for you all.
Clifton Bazhaw (22:39) Sounds good yep.
Jordan Tantleff (22:44) And this slide is again based off kind of the 25 providers being added annually.
Jordan Tantleff (22:49) I don’t think it’s kind of a good use of time to go through this because I know this is kind of going to be edited as we kind of get these numbers back here. I don’t have any other slides for today, cliff. We can certainly give your time back and we can start working on fine tuning this for next steps and really just bringing, you know, a more accurate business model and pricing together for you all.
Jordan Tantleff (23:15) Are there any questions I guess on anything we discussed here? You know, I’ll put together an email kind of on what we discussed and what we’re looking for. And then I’m not sure what your availability looks like towards the end of this week, but we can turn that around pretty quickly once we get those numbers from you.
Clifton Bazhaw (23:31) Yeah, I can get… them for you guys. We got to meet with but I can probably put something together next day or two to get something more as directionally correct as I can get it. And then at some point, you know, I did have a conversation with Dawn because she helped me put some of this data together of kind of some of the conversations that we’ve all had. So at some point, I want to pull her into the conversation… and make sure like operational workflows are there and that, you know, we understand kind of where we’re at and, you know, next steps if we decide to go. So I did want to kind of obviously have the first few meetings with you guys just to kind of understand what the opportunity is and then myself and then pull her in, you know, because she obviously is going to have to help me execute the plan. Yep. So, yeah, and just see where we’re at. So I think once I get to the numbers and we get to a point where, hey, this is our latest and greatest opportunity kind of offer and what it would take to get this converted over. Then I think having a conversation with her and me obviously, I think would be the next logical step.
Jordan Tantleff (24:52) Yeah. And the way I was thinking about that as well is almost doing like another demo that would be tailored to like her needs specifically and what she’d be doing day to day and answer kind of any of the in the weeds questions that she probably has.
Clifton Bazhaw (25:03) As well. Yeah, I think it’s going to be a change for her obviously and some of the ways we’ve but I want to make sure also that I’m keeping everything in mind what they support and that I’m not missing something, you know, try to make this thing too, you know, too simplistic because I’m not the one that has to do all this stuff day to day she does. So I want to make sure I’m not missing anything that we need to include in the model. Absolutely. We’re.
Jordan Tantleff (25:39) aligned with that. We just want to make sure we’re you know, crossing the T’s and dotting the I’s especially for Dawn as well. Yeah.
Clifton Bazhaw (25:46) And I know you.
Jordan Tantleff (25:47) Mentioned there’s obviously been a lot of, you know, turnover within senior leadership like new CEO, new CFO?
Clifton Bazhaw (25:54) New CFO?
Jordan Tantleff (25:55) I guess I’m trying to get an understanding of what the overall timing on this project may be, you know, saying Dawn gives her green light on this as well. We have line on kind of what costs in a realistic, you know, business model looks like for this.
Clifton Bazhaw (26:12) I guess like what?
Jordan Tantleff (26:13) Is the kind of appetite to kind of move forward with a new partner in the next few months here? Well.
Clifton Bazhaw (26:20) Luckily, the new folks are… you know, they don’t know what they don’t know. So, you know, I think at this point, you know, it’s this is what we got to get to which is a more scalable efficient model, be able to get providers up and running as soon as possible. And then once they’re running and whether that’s new locations, new providers, whatnot, but also, you know, making sure we’re we have on time just last week. We had a provider who’s managed medicaid for one of our plans, got terminated because, you know, detailed information was coming to the sites and the sites didn’t let, you know, the people know. So, you know, we’ve got a provider we can’t schedule that particular payer with. So those are the type of things that continue to happen more often than what I would like. So part of our conversation with Don, I think needs to be, how can you guys prevent that type of thing and have less dependency on site locations and clinics and asc of getting that information to us? So, I’m assuming your product would help bridge some of those gaps, absolutely.
Jordan Tantleff (27:45) Yeah. It’s going from more of, you know, proactive looking at these things and kind of being reactive on kind of the fallout on some of these, you know, errors that might be slipping by today. So we can certainly kind of tailor the conversation for Don around that as well. Yeah.
Clifton Bazhaw (28:01) I think so to answer your question… looking at me, I mean, I’m the last one saying, you know, as far as, you know, officers that have been with the company any length of time. So, I think they’re looking for me to say, hey, here’s the best solution. I mean, here’s how we can make it as cost effective as possible and try to make it where it’s limited amounts of incremental costs. But here’s going to be the benefit, but I’ve got all the information as far as some of the things we’ve missed. And I think that we could do better at and whether that our size of company has exceeded our resources to be able to support it effectively. So, I think that they would go with whatever my recommendation is going to be. Like I said, they don’t know what they don’t know. So, I think they’re just going to go with whatever. So to turn it around, it’s probably be pretty quickly. I just got to, you know, we got to just put the numbers together. I got to put kind of a timeline of events, get dons, you know, buy in that, this is direction we need to head in which I don’t think would be hard. I think, you know, I think just like anybody else around here, I think she’s trying to do everything as cost effectively as possible, which is fantastic. However, you know, when we’re missing out on revenue opportunity, then saving, you know, 50 grand a year doesn’t mean a whole lot. Yeah, yeah.
Jordan Tantleff (29:31) Hey.
Dave Wallach (29:32) Cliff, really quick question for you. First of all. Thank you for all that. I have to drop in a minute. I’m double booked but, is the rest of the leadership team, CFO in Dallas or you guys all spread out different areas?
Clifton Bazhaw (29:44) No, everybody’s in Dallas. Our new CEO, he just started, like August September, mark Garvin, he’s from uspi, he’s got a big time asc background. Okay? Chris fromm, his official title is president of asc and clinic operation, but essentially, he’s the quasi coo, and then our CFO, rich Lewis is retiring. I think he’s done in may the end of may. So, he’s been here, about six or seven years. So, he’s retiring. So we’re actively looking for a new CFO. But yes, to answer your question, all the senior leadership is, I was,
Dave Wallach (30:26) just going to say, I want to put the cart before the horse. Obviously, we’ve had great conversations, I was going to say once we get to the point where we present pricing to you, and if all the numbers are, you know, within the same stratosphere, right? You know, they’re aligned, maybe.
Jordan Tantleff (30:40) We can.
Dave Wallach (30:41) Use it as an opportunity, to come on site and do it, do a, some sort of an executive over executive overview for the rest of the team, right? When the time when the time is right to introduce medallion if you think that’s appropriate. But sure, I.
Clifton Bazhaw (30:53) think you guys being them, and then we’ve got a VP over, position recruiting. I think that’d be important for you guys to meet Ronaldo. But because a lot of this is going to be, you know, new physicians coming in, how do we get the data quicker, you know, from the provider? Which is not always the easiest as you guys know. And then how quickly can we turn those things around? You know, that type of thing. I think there’s other people that would be part of the process that you guys are making. Yeah, absolutely, Jordan, I’m going to drop.
Dave Wallach (31:24) Cliff, it was great to talk to you again. I’ll let you guys wrap up from here and we’ll, I’ll look forward to catching up with you on the next call. Thanks.
Clifton Bazhaw (31:29) Cliff. Sounds good. Thank you, sir. See.
Jordan Tantleff (31:32) You, Dave. But yeah, cliff, we’ll definitely lean on you on when it’s appropriate to kind of loop in other folks. But as like an immediate next step, you know, I’ll follow up with some of the more fine tuned inputs that we’re looking for here. And then we can follow up over email if it’s easiest on a day and time that works to kind of review the updated model with pricing following that conversation or in parallel, we can start working to get time on with Dawn as well as a separate conversation. So, I’ll up to you if we want to, you know, get the, you know, our, you know, actions in order first before getting to Dawn, but we can certainly follow up over email with some of the next steps here. Yeah.
Clifton Bazhaw (32:15) I think, let me, you know, get you some updated forecasting numbers as I can, but in the meantime probably be good for you guys to put a package together.
Clifton Bazhaw (32:24) We’ll talk to Dawn about what’s best for her calendar, and then we can all get on the phone. And I’m sorry, I have continual conversation. She kind of understands, you know, where I’m going with that. You know, I think for what we’ve done so far, we’ve done a fantastic job, you know, considering our position and where we’ve been that being said, I just don’t see our current model as being as scalable as I think you guys can help us get there. So, absolutely.
Jordan Tantleff (32:54) Absolutely. And that’s kind of the similar, I wouldn’t call it like a breaking point but it’s almost like a tipping point especially as you guys are looking into new markets that you guys haven’t done enrollments with before. You know, I think leaning on, you know, a partner like medallion that has experience in those markets and can kind of, you know, directionally steer the team and internally on kind of what the enrollment volumes or, you know, payers would look like in that market. We can certainly kind of help with that. And one thing, you know, we’ve touched on briefly is like the delegated credentialing piece. As you guys do scale, you’ll get into that size where it’s appropriate, where we start kind of reviewing where and when it’s possible to kind of enter into those delegated agreements and just continue to, you know, consolidate those turnaround times through that model as well.
Clifton Bazhaw (33:41) And then talk about with Don, you know, if we do make this move, you know, how do we get the information out of MD-Staff? Your system? All that would be good to be talking about? Yeah, absolutely.
Jordan Tantleff (33:53) Josh, I’m sure we have references. I know we’ve moved over a lot of clients from MD-Staff to medallion. So that kind of workflow and handoff is familiar with us. I’m sure we have references that we can gather. Yeah.
Joshua Levitan (34:06) MD-Staff is actually one of the easier ones.
Clifton Bazhaw (34:09) There’s some out.
Joshua Levitan (34:10) There that are, really hard to get data out of MD-Staff is in the easy category.
Jordan Tantleff (34:16) Yeah, I know.
Clifton Bazhaw (34:16) That, that’s going to be one of her because they’ve spent a lot of time building that thing because honestly when she took over, you know, it was, you know, it was a mess, you know, a lot of paper documents and stuff lying around and different, she had to do a road show to go get all the information because it wasn’t in a very organized format. So, I mean, it took a while to get the company to approve even MD-Staff a few years ago. So she spent a lot of time, you know, building that product and getting all the information in there. So we wouldn’t want to have to do that all again from scratch. But like you said, I’ve heard you guys have done this before. Yeah, plenty of times. Well?
Jordan Tantleff (34:58) Cliff, we really appreciate your time today. I can follow up by email here and we can kind of coordinate next steps as we discussed. But yeah, we’ll be in touch. Hope you have a great rest of your day, and hopefully we get some time on the calendar again soon here, appreciate.
Clifton Bazhaw (35:12) You guys putting it together and I look forward to getting everything across the finish line, okay?
Jordan Tantleff (35:16) Sounds good, sir. Thank you all.
Clifton Bazhaw (35:18) Right. Guys. Have a good one. You.
Jordan Tantleff (35:20) Too.