Transcript
Taylor Ryan (00:00) hello? Hey.
Garrison Goodman (00:01) Good afternoon or? Good morning for you?
Taylor Ryan (00:03) Yeah. How’s it going?
Garrison Goodman (00:06) Good. We’re Long Beach island. We’re a fortified place but it’s still kind of nice out here. It’s nice kind of someone having the island, you know, pretty sparse. So, it’s chip stokes. He gets to run on the beach.
Taylor Ryan (00:22) Yeah, I’m sure. How fun. Yeah, nice. Yeah, yeah.
Garrison Goodman (00:27) Diana’s on spring break.
Taylor Ryan (00:29) Oh, cool. At least for a few days. Is her family there or just you guys?
Garrison Goodman (00:34) They were here yesterday, and then they headed back… and so it’s just us two right now and Diana’s got her friend coming.
Taylor Ryan (00:43) Nice that’ll be fun. All right. Let’s see. We’ve got two in the waiting room. So I’m going to let them in and then we’ve got a couple more that we’re waiting on.
Taylor Ryan (01:03) Hey, there.
Brooke Ledger (01:06) Hi.
Taylor Ryan (01:08) How’s it going? Good to see you again Brooke.
Brooke Ledger (01:10) Good. How are you?
Taylor Ryan (01:11) Good. Nice to meet you, Ryan. Thanks for joining.
Ryan Tucker (01:18) Good to meet you as well. Thank you. Yeah.
Taylor Ryan (01:21) Hey, Frank.
Frank Nelson (01:22) Hey, everyone.
Taylor Ryan (01:24) How are we doing? Doing? Good, good. Do you know if Thomas is joining today? He is okay. We can give him some time. How was everyone’s weekend? Great. Anything fun or just using the time to rest?
Frank Nelson (01:47) Rest and recharge?
Taylor Ryan (01:51) You and me both?
Frank Nelson (01:54) Did you guys have a good weekend?
Taylor Ryan (01:56) Yeah, I had a great weekend. Relaxing, had a friend’s birthday party that’s about it.
Noah Laack-Veeder (02:04) I’m a track coach. We had our second meet of the year and we won. So that was pretty cool.
Garrison Goodman (02:09) Hey. All right. Yep.
Frank Nelson (02:10) Yep. Nice.
Taylor Ryan (02:11) Congrats.
Garrison Goodman (02:13) Yeah. I was just saying before you all join my wife works in a school. She’s on spring break this week. And so we’re out on the jersey shore about two hours from where we live, but it’s like 45 degrees here. So we almost have, it feels like we have the island to ourself, which is pretty fun so.
Brooke Ledger (02:29) It’s not warm. I don’t know if the beach at 45 degrees, is that?
Taylor Ryan (02:32) Fun. It’s not.
Garrison Goodman (02:33) Warm, yeah, but my dog enjoys running on the beach or it’s nice to get away, I suppose. But yeah, hoping it gets a little bit warmer this week at some point.
Taylor Ryan (02:46) Me and Brooke are spoiled with beach weather, I think compared to the east coast this time of year. Brooke. You’re in orange county, right?
Brooke Ledger (02:56) Yes, Newport beach.
Taylor Ryan (02:57) Nice.
Brooke Ledger (02:59) And you’re did you say Irvine or I’m.
Taylor Ryan (03:01) in Manhattan beach up in the la area? Yeah. Okay. Yeah, I can’t complain.
Brooke Ledger (03:08) Do you think we should get started?
Frank Nelson (03:10) No, he should be on any second.
Ryan Tucker (03:13) Okay.
Taylor Ryan (03:15) Sounds good. I know we’ve got garrison joined who you all have not met. And Ryan, I know that we all have not met you before. So we’ll do some introductions here. As soon as Thomas jumps on. It looks like he’s jumping on right now. Hey, Thomas. Hey?
Thomas Lee (03:36) Guys. Sorry, running late a little bit.
Noah Laack-Veeder (03:38) You’re good. No worries. Thanks.
Taylor Ryan (03:39) For joining. All right. Well, now that we’ve got everyone if you wouldn’t mind, we’re going to start with some intros real quick since we’ve got some new folks on both sides and then I’ll run through the agenda and we’ll get into things if that sounds good. All right. Well, in terms of introductions, I’ll start, I know that the majority of the advantage surgical and wound care team knows myself, but really nice to meet you, Ryan. I’m Taylor, I’m the main point of contact here at medallion. I’m the account executive that will be working with you all. And as you heard, I am on the west coast. So, yeah, very excited to be working with you all, Noah. I’ll let you introduce yourself next. And then garrison if you would round out the medallion side.
Noah Laack-Veeder (04:24) Yeah. Hey, everybody again. Ryan, great to meet you for the first time.
Noah Laack-Veeder (04:29) Noah, lead solution consultant here at medallion. So I’ll be leading our little workshop today, going through a little demonstration, fun fact on me. It is going to be 77 degrees where I am, but I’m not in a beach I’m in Madison, Wisconsin. So it’s going to be super warm today. And then tomorrow, it’s going to be like 39. So it’s going to be quite the shift. Yeah, great to meet you, Ryan. Yeah. Hey, everyone.
Garrison Goodman (04:52) I’m garrison, I look after the team here. I joined about six months ago to really grow our segment and work with our largest customers, but also some of our fastest growing as well. So, nice to meet you. Noah and I have been working together close for six months, might as well be six years, but Taylor and I actually do go back about four or five years now. So we’re a close team here. Awesome.
Taylor Ryan (05:14) All right. Would the advantage team just introduce yourselves really quick?
Noah Laack-Veeder (05:19) Maybe just Ryan, do we need to do a full introduction Taylor?
Taylor Ryan (05:25) Yeah, I know.
Noah Laack-Veeder (05:26) Oh, sorry. Garrison’s new, my bad. That’s my.
Taylor Ryan (05:28) Bad. Yeah, garrison’s new, but yeah… yeah, I’ll.
Ryan Tucker (05:33) jump out first. Ryan tucker, I’m the director of information technology and security officer for advantage and the four related companies. I am actually one of the few employees in Mountain Time. My nearest employee is eight and a half hours that way out in Colorado and I too am enjoying 75 degree weather and am dreading the 30 degree weather that is now coming. Noah. I’ll let you know what the snow looks like.
Noah Laack-Veeder (05:58) Yeah, send me a picture after this one. Yep, that’s right.
Frank Nelson (06:04) Frank Nelson, I’m president for advantage surgical wound care and our sister groups. Great to meet everybody.
Brooke Ledger (06:14) And I’m Brooke ledger, I’m chief legal and compliance officer for advantage, surgical wound care, lumina healthcare, anywhere, foot and ankle care. We have a variety of different companies that we oversee and that we could use credentialing help on.
Thomas Lee (06:31) Hey guys. Finally, I’m Thomas, I’m the CFO here. Good to see you guys again, garrison. Nice to meet you.
Taylor Ryan (06:37) Awesome. All right. Thanks. Everybody really appreciate it. I’m going to dive into things, put together a slide deck just to kind of keep us to an agenda here. But just by way of agenda, I want to just go through this quickly. We’re going to just take a couple minutes, kind of walk through what we understood last time. I think obviously, there’s a lot that we can dive into on today’s call, but want to just align on what the problem is that we’re really trying to anchor to and just use as our north star. Noah’s going to walk through process map. I know last time we talked about potentially walking through your current process and the feedback was you guys really want to overhaul it? So I think we’ll use this time if that’s all right to walk through what we see as best practices given our understanding of how you guys operate, what we would recommend as a good process for you all. And this is meant to be consultative. So hopefully we can boil that down and come out of today’s. Call with a good go forward, what we would recommend? We’ll go through an executive demo and then use some time at the end for next steps. Anything that I missed here that you guys were really hoping to cover today?
Frank Nelson (07:46) Nothing that you missed, but I think what might be helpful for the group just to have everybody’s frame of mind, frame of reference in the right spot. So I think internally for us, we’re sort of thinking about this in two different ways, you know, kind of an initial partnership to help us and then maybe longer term more, right? So the first part and I think the immediate… area we want to really focus on is more of the standard blocking and tackling around credentialing, right? Like providers licensure, making sure that, you know, around expiration, we’re getting them renewed. We’re getting an updated license information. Same thing with all of our facility partners, like less on like the care relations side of credentialing, and more on like the traditional licensure documentation streamlining that hopefully making it automated, relieving some human capital around just those day in and day out activities. Yeah.
Taylor Ryan (08:52) That’s super helpful. Yeah, we can certainly talk about it in more of like a phased approach. So I really appreciate that. I think when we were talking when Noah and I were talking, just kind of debriefing the last call and then preparing for this call. I think like the main thing that we understood and we can kind of again anchor to the credentialing piece for the immediate future is just understanding that it’s very reactive right now. Want to get you guys to a point where you’re a bit more proactive and can kind of breathe and feel good about the process that you’ve got and kind of remove some of the risk around, you know, maybe I know that there’s one teammate that really has the majority of the knowledge. And so like, you know, just making sure that you guys have that knowledge spread throughout the organization and feel good about the support that you’ve got. So that’s super helpful, I think. And I’ll send this over this deck here is really just meant to be like collaborative for us so that we can make sure that we’re both on the same page. So I won’t spend a ton of time here. But I think like looking at future states, some of the goals that we talked about were, you know, fewer denials, like keeping operational costs flat or shrinking. And number one like really creating a repeatable process for you guys? Does that sound in line with what you were hoping? And, you know, obviously some of these things talk about the payer side, but like if we were just to focus on the credentialing side, do you feel like those are the goals I guess that you’ve kind of got in the immediate future? Yes. Yeah.
Frank Nelson (10:25) I mean, I think, you know, overarching like just like a more sophisticated and streamlined less reliant on institutional knowledge that certain people may have and more systems driven for, you know, consistency and replicability purposes. Okay. Totally.
Taylor Ryan (10:45) Makes sense. Okay. Awesome. Yeah. And I know that last time we spoke a little bit about how, you know, the different vendors in the market do things differently. And I think that medallion’s great because you’ll be able to, you know, continue to take advantage of that institutional knowledge, you know, by having a platform that you’ll get a look at today, but also having the knowledge, you know, across the medallion team that you guys would have supporting you. So we’ll certainly touch on that a bit more later. One thing I just want to take one minute to talk about is turnaround time. So a lot of different stats here. This is like what we see across the market in terms of the status quo, like what, you know, what it looks like when folks maybe come to us and are exploring like a medallion solution. The one thing I maybe I’ll pay, I’ll draw our attention to here is your turnaround time. So like collecting provider data, like the process you’ve got today. And since credentialing is more of what we want to focus on today, is turnaround time, something that you guys are really focusing on today? Or do you feel like you need to get your heads around the process a little bit more and streamline things before you can really think about how long it’s taking you to do things and cutting that time down? Is that a metric you guys track? And is that important for you guys today… from a?
Frank Nelson (12:09) Reporting standpoint, or from an actual deliverable standpoint? Like are you asking the question? Do we have reporting available that we can get these data sets? Or are you asking, are we struggling to meet timelines… et cetera, probably?
Taylor Ryan (12:26) Both honestly and just for context, like a lot of the customers that we talk to look at, how long is it taking me to get provider gets hired? How long is it taking before they’re actually able to go and see patients? I think that’s a metric that a lot of folks try and anchor to and are always just trying to improve. So, I guess it’s kind of twofold. Like are you tracking that today? Number one? And then number two, do you have numbers that you feel like you would like to improve upon and have goals in terms of what those look like?
Frank Nelson (13:00) Yeah. So I understand your question. So the first part we do not have reporting that’s coming out of our credentialing payer relations department with the exception of something that’s relatively new and it’s just really more of a summarization for credentialing holds, you know, new providers who aren’t credentialed yet, you know, we’re holding their claims except for those sort of things as far as like KPIs or metrics around the performance. There is nothing and we desperately need that. So, I guess that’s perhaps first part of your question. Short answer. No, we don’t have reporting. Yes, we absolutely need it, second part. So in general, it feels like our department is working in the last minute to try to make things happen before certain deadlines occur. Oftentimes, it feels and again, without the reporting, a lot of this is touchy feely but.
Noah Laack-Veeder (14:02) It.
Frank Nelson (14:03) feels like a lot is only happening when the department is being asked, you know, for example, we hire a new provider. We know we’ve got to get them credentialed, but we know we also have to get the provider started. We start the provider, we hold the claims until the approvals come in. And then when we ask about where are we at with the approvals? It seems like only then is the busy work being done to get a response and to ultimately get the goal accomplished. So I wouldn’t necessarily say there’s like material breakdowns as it relates to timely processing of these things. But it does certainly feel like we’re always operating in the last minute and it doesn’t feel like always that there’s a firm hand on the steering wheel knowing these things have to be done by this particular date and the visibility is zero. Okay?
Taylor Ryan (15:02) That’s super helpful. Yeah. And I think the,
Frank Nelson (15:07) no, that’s spot on that’s exactly it, you know, okay, got.
Taylor Ryan (15:11) It, yeah. So I think the story, sorry, I think the story there is just get you guys to a point where you don’t feel like everything is reactive and you feel like you’ve got a handle on the process and, you know, getting things done when you need them done rather than last minute. Okay, great. Well, that was super helpful. I think Noah’s, probably going to have some questions as we kind of move into the process mapping session, but that was extremely helpful and I’ll update our deck here and just, you know, make sure that I’m keeping myself honest with the problems that we’re trying to solve here. I definitely, at some point would love to get a little bit more into the weeds on like the payer side, but I think to your point, just tackling what the most immediate concern is. I think starting with credentialing makes a ton of sense.
Frank Nelson (15:57) So.
Taylor Ryan (15:57) You know, maybe on a later session, we can go into the longer term needs, but I think that’s super helpful just to understand what you guys are dealing with right now and what’s the lowest hanging fruit to fix. All right. Well, I’ll stop sharing here. I’ve got a couple slides that I’m going to pull up just as we’re going through next steps at the end. But maybe Noah, I’ll pass it off to you to kind of, you know, dig in deeper and move into the process mapping piece.
Noah Laack-Veeder (16:24) Yeah. So yeah, super excited to walk through this. My first question is going to be just related to like what credentialing means for your organization. But I’m going to use some visuals to kind of go through this in more detail. So let me share my screen quick. So ultimately what I’m trying to do is learn just a little bit more about where medallion can help and then articulate more specifically what that process would look like kind of the resource dependencies. And also, you know, I can even show you an executive demo if that makes sense today. So let’s share this. All right. So this is going to be a really fairly basic diagram. Can you see some heads and some data collection, licensing and things on your screen? So Frank earlier, I was hearing you talk about licensing talking about credentialing, but generally when I’m talking to organizations, this is more or less the space that we’re helping with. So a provider’s hired, we’re collecting some data from them. They might need a license. If they’re doing cross state, you know, cross state services. They might have to go through some internal credentialing process which for some organizations means going through and getting privileges at different locations. Others, it could be something like doing ncqa credentialing, and there’s also that piece of payer enrollment where we need to get them billable. And the only way that we can get them billable is submitting a direct enrollment application to a payer, or from a facility side doing that facility enrollment to a payer. So if I’m kind of zooming out and thinking about the area where we would like medallion to assist?
Brooke Ledger (18:04) Is this kind of?
Noah Laack-Veeder (18:05) Are we looking, are we talking when we talk credentialing? Are we talking about this whole process here? Or kind of, could you just help me understand when we were talking about credentialing, what that means to your organization?
Brooke Ledger (18:21) Well, so data collection, I believe some of it is done if not all of it is currently done by whatever HR representative for the entity that they’re joining. So there’s an onboarding paperwork that our HR department will look and bring all that on. That’s probably a large amount of that is being handled by the HR department. As for licensing, sometimes we are requiring if a provider’s moving to a different state, but very rarely normally, the providers are already licensed in the state. But yeah, it’s going to be medicare medicaid enrollment payors. And this is also depends very service line dependent because our different service lines have different primary payors. So like for example, our dental is almost exclusively going to be California medicaid. So, but all of our other like wound care, podiatry, medicare is a big one. There’s a lot more individual payors for wound care. So that one is going to be more labor… intensive there. Does that answer your questions?
Noah Laack-Veeder (19:45) Yeah. So I think what I’m hearing is kind of in terms of how this is set up today, licensing is kind of done beforehand. And just so you kind of know a little bit more about clients that we work with that typically need licensing. It’s like you can imagine telehealth, like if they’re working in 30 different states, they hire someone, they might get them like 20 different licenses. Sounds like that’s not an area but the license renewals. We.
Brooke Ledger (20:06) Do have some like we do have some nurse travelers for example, that we want to get licensed in multiple different states, but that’s not that’s more of a one off that’s the exception and not the rule.
Noah Laack-Veeder (20:18) Got it. Yep. But in terms of the Frank earlier, I think I heard you mention something about license renewals. Is that an area that is being tracked today? Is that something that you all are doing for providers? It’s.
Frank Nelson (20:31) being tracked? Yes, of course, but in a very unsophisticated low visibility way like spreadsheet like for.
Brooke Ledger (20:41) Example, we got notice that a provider’s license has expired, had expired. So then we had to take her off the schedule until.
Frank Nelson (20:51) She.
Brooke Ledger (20:51) Got it up and running. I don’t even know how that happened. A doctor doesn’t know when their license is going to expire, but I think that might be what Frank is referring to. Yeah, essentially.
Noah Laack-Veeder (20:59) We.
Frank Nelson (20:59) have to.
Brooke Ledger (21:01) Proactively look up the.
Noah Laack-Veeder (21:03) license information and,
Brooke Ledger (21:04) figure out, you know, when we need to renew and then set a ticker essentially when it’s time to ping them for it. Yeah.
Noah Laack-Veeder (21:11) Yeah. And so when we say like we have to look at it as that. So we talked about that one individual or two people kind of managing this process. Is that something that’s on their responsibility?
Brooke Ledger (21:23) Well, this is sort of one that’s not necessarily a clear person who’s responsible for it, which is why it may be falling through the cracks, got.
Noah Laack-Veeder (21:30) It, there’s four different staff on that team that kind of share that workload, the balance between each other and stuff’s. Getting lost. Yeah. And when I hear things are getting lost, like organizations sometimes say like we are getting claims and aisles because we didn’t realize that this person’s license didn’t renew. Sometimes it means that we’re having to do some appeals and grievances with payers, like how is that showing up for your organization? We?
Brooke Ledger (21:56) Had a provider in the wrong division of medicare in California in northern California instead of southern California because it was sort of a central California location and they were enrolled in the wrong medicare district. And so claims.
Frank Nelson (22:13) Were.
Brooke Ledger (22:13) denied for a very long time until someone sort of realized that… got it. Okay. Another example. Yeah. So.
Noah Laack-Veeder (22:23) Sounds like opportunity really is for the licensing making sure things don’t fall through the cracks and just tracking those renewals automatically. And then when we talk credentialing, are you doing some sort of process in… the beginning to do primary source verification of this person doing any case log reviews or any checks, checking of this provider before you submit the medicare and medicaid enrollments we do.
Brooke Ledger (22:50) National provider database report, reviews, we do license renews. So the npdb report is going to say if there’s any sort of dings or problematic things in their license history, which that’s something we do very early on that’s like before we even onboard them.
Noah Laack-Veeder (23:08) Got it. So that’s happening before you hire them. Yeah. Okay. Got it. Yep. That makes sense. How is that process going today? Is that like something that is going?
Brooke Ledger (23:17) That’s HR that’s one of the things HR will work with the recruiting department on that. Okay? That sounds good. I do.
Noah Laack-Veeder (23:27) Talk to some organizations who don’t do that before they hire. So that’s why I just wanted to ask like when that was happening. Yikes. Yeah, your words, not mine yeah.
Frank Nelson (23:39) Again, I’ll say like a lot.
Brooke Ledger (23:42) of this from.
Frank Nelson (23:43) A management perspective, it was just getting better visibility reporting around these activities because right now we’re just essentially assuming certain things are happening. And when asking questions, it’s clear that oftentimes it’s.
Brooke Ledger (24:01) not, you know, we really.
Frank Nelson (24:02) Have to be able to get this department to a place where we have a dashboard of sorts for reporting or KPIs metrics et cetera. Where any number of management can take a peek whenever they want and get certain vital information about the performance of the company and where we stand on certain things with certain providers from a timetable standpoint. Yeah. And ultimately,
Noah Laack-Veeder (24:28) I think that visibility you’re talking about Frank like the impact there is, we just want to make sure things aren’t falling through the cracks. So we don’t get kind of surprise denials. We can reduce the like… the time that we need to investigate where something is just having this available. So that is that kind of the ultimate goal.
Frank Nelson (24:49) Absolutely. I mean, every shortcoming of this department that may or may not be there has potential negative financial impact to the company at the end of the day. Potentially. Yeah. Right now, again, the we’re not 100 percent confident of the exposure or where we stand or the level of performance because the reporting just doesn’t exist. We have to like literally ask a very specific question to get an answer about how things may or may not be going, yeah.
Noah Laack-Veeder (25:21) That makes sense. Okay? So like what I’m hearing in terms of the, what we need help with today is a little bit of that tracking, but kind of summarizing from last time, like what medallion does is we can manage these processes end to end. So it sounds like for payer enrollment, we are enrolling providers with medicare and medicaid. And then it depends on kind of what tax idea I’m talking about if it’s wound care or the other one kind of which payers are in the, in mind, but it sounds like we also have commercial enrollments that are happening, Brooke from what you said, correct? Yes.
Brooke Ledger (25:59) We do on the primarily on the wound care side, but some on the podiatry side as well. Wound care is the largest podiatry next. And then dental there’s some, but it’s really primarily medi… cal, dental. Okay. Are these?
Noah Laack-Veeder (26:18) Three different tax ids? Is that how you?
Brooke Ledger (26:21) Yeah, they are because they’re California is a corporate practice of medicine state. So we have the mso. So actually you have their advantage, surgical and wound care, but it’s actually we’re advantage mso LLC, and then we affiliate with various professional entities below that. So we have got it.
Noah Laack-Veeder (26:42) Robert marriott.
Brooke Ledger (26:42) Medical corp, which is our primary PC where our podiatrists and our wound care providers are under. And then we have smilewell dental group where our dentists are under, okay?
Noah Laack-Veeder (26:52) That makes sense. The reason I’m asking that is because in terms of like a, the process where it typically can fall apart is, do you kind of submit one provider to the wrong tax id, maybe to the wrong payer? So just knowing a little bit more about that structure has helped me understand what I can show you in terms of the optimal future state, but it sounds like… what I’m going to do now is kind of show you what the medallion future state looks like. I might have some. I mean, I might have some very basic questions around like what the process looks like today, but I definitely want to orient into where medallion fits in and just to kind of go back to what Taylor said.
Noah Laack-Veeder (27:33) I know this data is really hard to get, but Frank or others 120 days for us to get in network with a payer. Does that sound about right? Or do you think that’s… I mean?
Brooke Ledger (27:48) Medicare is what? 30 to 60 days typically, it depends on.
Ryan Tucker (27:54) The payer has been my understanding. So some payers take an inordinate amount of time and some payers are very quick. Ironically, medicare is on the quicker side of the equation. Yeah, I think.
Brooke Ledger (28:08) Medicaid is also 30 to 60 days. It used to be 90 days, but I think it’s around 30 to 60 days.
Brooke Ledger (28:13) Now, some of the private payers, they have very extensive credentialing requirements, right? And then they have these credentialing committees that we’re waiting on forever. So those are sometimes the ones that can take up to 120 days.
Frank Nelson (28:28) Yeah. Okay. That.
Noah Laack-Veeder (28:30) Sounds good. Just good to know. And okay. So with the future state, I just want to kind of walk through what this and I’m going to, I can do a quick demo too to show you what this looks like. But I do like to just orient towards what this process looks like. Do your providers, have, I know dental? Maybe maybe not. I know dental is kind of moving into it. But do your providers have caqh profiles that you know of today? No, I don’t think so.
Ryan Tucker (28:55) Not individually. I know we have caqh connections. I’m actually looking through our ticketing integration system right now for that express purpose. So I know caqh is a factor, but if providers have individuals that I don’t know.
Noah Laack-Veeder (29:08) Okay. The reason I ask is a lot of the commercial payers, they require you to have a caqh profile. So either that’s submitting your application via caqh or making sure you have information out there. It’s just like a database for providers. Why I bring that up is because let’s say they do have a profile. What medallion tries to do is once they’re hired and kind of into our system, we can auto import the majority of their information. If it’s in caqh. The benefit there is that we’re streamlining this data collection process for enrollment because kind of like there’s that HR component of grabbing some demographic information like their SSN, some banking information, other things, maybe some licenses, but there’s a lot of information that we need for payer enrollment that we may not have gotten early on in the process. So with medallion’s integration with caqh, we can reduce the back and forth with providers for their data. And so, yeah, go ahead, Ryan, as I’m digging.
Ryan Tucker (30:06) into a couple of these tickets, it’s one of the texts is making me think that we do have individual provider profiles, but just literally says one or more provider profiles associated with this email require reattestation. Is one of the notification emails I’m getting. So that makes me think we have several. Well.
Brooke Ledger (30:24) Maybe we do, yeah.
Noah Laack-Veeder (30:26) Yeah. And there’s kind of two, there’s two points to this at all. Two value points. One is just let’s see if we can get data into our system that makes this process easier for providers. But I think to the second point claims and aisles and other risks, there’s that attestation part that we can talk about. But from the provider’s perspective, what this looks like is they just need to sign a couple of things. They’ll click, get started. And then if there are any gaps, what we’ll do is we’ll route them to an administrator on your team. So if I’m hearing a little bit more about the current process today, it sounds like there’s kind of like this black box of activity happening. There might be things that providers are responsible for, maybe that our team’s responsible for. So we want to have visibility into what’s holding things up. So what medallion will do as I’ll show you today is we will highlight those gaps. And a question that I often ask customers is like, you know, you have this team. They’re working directly with the providers. Do you want medallion to work directly with providers that’s something that we offer? But ultimately, just in the ideal state, we are trying to take as many things off of the provider’s plate as possible. So we don’t get stuck, right? So that’s kind of where medallion come in. And then the last piece before we can get into payer enrollment, is that the requirement is that the provider needs to attest that the information is correct and we have E signature capabilities in the platform that allow that. So I know if you’re doing payer enrollment today, like this process is happening. And again, we don’t have to kind of delve into the current state too much. But like how much different is this than the current state? Like is there any automation happening with providers to get information? You’re shaking your head, Ryan, no, there’s no.
Ryan Tucker (32:09) Automation associated with that. We do have some E signing functionality associated with the team. But as best I have learned and understand it is all manual in nature. So to Brooke’s earlier point about HR pulling a lot of information, they will inject that if it’s a net new employee into their black box process. As you described from there, they overlap that missing information and ask the provider to, they send documents out to the provider for them to E sign and then supplement the caqh profile is what I’m kind of discerning here between the lines. Okay?
Noah Laack-Veeder (32:45) Yeah. And so you’re and there’s no, you’re just using spreadsheets today, correct?
Ryan Tucker (32:51) It’s a mixture of spreadsheets, Salesforce, and those… two. Okay.
Noah Laack-Veeder (33:01) This is just the data collection piece. Like the message that I want you all to take from this is that we’ll pre populate these things and then get them ready. But I just kind of want to flash the screen and not go through some detail. But if we talk about the actual payer enrollment process, it is really complicated and it’s manual and there’s a lot of work that needs to happen. Lots of opportunities for things to fall through the cracks. If we’re not automatically tracking status, we’re not using automation. And so the big picture that I want to just highlight is if we, if you’re comparing the current state to medallion, what this does is it takes all of this work that an admin or HR individual is going to be reliant to do and have knowledge to do to medallion automation. So medallion will take on 80 to 90 percent of the work that is going to be necessary for payer enrollments and give you all of the visibility. So really what your payer enrollment team is responsible for is not knowing the requirements for payer enrollment. Their requirement is to tell us your general strategy, like providers hired, which groups and which payers should we be linking them to? That’s the level of knowledge that we need. What medallion will do is we will auto complete the applications, we will auto QA them. So if there are any issues, we will identify those automatically if you’re having a manual operation that just really relies on someone remembering what to check. And some of these payers have 100 requirements. So it’s a lot of work to do and a great opportunity for things to fall through the cracks. And it also will auto generate things that we may need your assistance in as in your organization, right? If there’s something that we can’t automate only, then will we route it to your team, right? So it’s something like, hey, this provider doesn’t… they never gave us their malpractice insurance. We can’t find it. We need you to give us this that’s an example of something we might route to your team. What it isn’t is, hey, caqh needs to be updated. That’s not a requirement. The reason why that’s not is because we will, as part of this process when you submit applications, we will auto update caqh for you. So if they’re payr and Roman applications will get rejected if caqh isn’t updated, and that relies on someone logging in, usually the provider to do that medallion has a bi directional integration. So we will update caqh. To prevent that from being an issue as well as check 12 different systems to make sure that things aren’t incorrect. So for companies.
Brooke Ledger (35:48) That have brought on your sorry to interrupt for companies that have brought on your services for this credentialing function? Does that tend to sort of reduce what their in house needs are down to say like one point person, who would be your, what you’re saying someone to reach out to help resolve these tasks? Or does it, does this really outsource the entire function that’s a really good?
Noah Laack-Veeder (36:16) Question? So how I would and kind of what I’m how would I answer that? Is that it’s not this, we’d have to get a little bit more information around like how many providers you have and how many like enrollment applications are being sent because we have a general ratio. But I would say if you have about 500 providers, this would be like that can be managed by one individual, the entire function, because we’re outsourcing much of the work to medallions automation, how many providers are your ftes supporting today? If you would? So you have kind of like a 40 to one ratio today. Roughly, we have four in the.
Brooke Ledger (37:00) department. So, yeah, 30 31.
Noah Laack-Veeder (37:03) Yeah. So, ultimately, and garrison and Taylor jump in if you have anything else you’d add here, but it’s the way that we think about credentialing going forward is it’s not a full time responsibility. It’s more of like a side of the desk thing that they do because medallions able to just do all of the work automatically. So that’s very.
Brooke Ledger (37:26) Interesting. And so then this would sort of dovetail also into payor management, right? Because if it’s not a full time job for one person, sort of being the point person for any credentialing issues. They could also be the point person for any payor management type items, which I know we’re taking that in steps. I’m not trying to eat the elephant in one bite. But.
Noah Laack-Veeder (37:46) No, I love how you’re thinking about it. I mean, yeah, ultimately, when I ask organizations, why aren’t you getting more contracts? They say we don’t have time. What you’re saying is, yeah, like now we have all this time freed up, like can we actually do that? Like the answer is, yes. Well, so, Noah.
Thomas Lee (38:02) And I think the question you’re asking the kind of ratio of support versus providers. It’s true. So we have four ftes but they’re kind of it’s not all same scope of work, you know, yeah, for sure. It could actually be, you know, two folks really dealing with payors or the providers as, versus all four doing it. And, and if I’m kind of reading the development proposition of your solution, it’s you’ll take care of all the manual and automation and the actual work itself, the administrative work itself. But you still do need a conduit from our company that will basically direct where certain provider needs to be credentialed and when they need to be done by. So that still has to be there, but the work itself will be done by medallion. Is that how I’m understanding? Yeah.
Noah Laack-Veeder (38:52) And, and I would say kind of like just to zoom out like the activities that are most time intensive for an organization. It’s not the application submission like that’s. Great. We can automate the application submission. The piece that takes the most time is the tracking of information and the payer follow ups and we do that as well. So with payer follow ups, we actually, I mean AI is the huge buzzword right now and we have, we, we’ve kind of jumped the gun on it. We use agenic AI to actually conduct payer phone calls. So your team today without AI has to sit on hold with the payer to get a status update. How deep of?
Thomas Lee (39:32) A conversation is the AI function being able to have with somebody that picks up from the payer side? I mean, we’re like a reminder type.
Noah Laack-Veeder (39:41) That’s a, I mean, that’s a hard, I don’t know how to, I don’t think I have the vocabulary to articulate that perfectly yet. But let me give you an example the routine conversations like and it, it’s literally, hey, what is outstanding for this provider that I need to do to, in order to move this forward? Like that’s a typical conversation that you have to have with a payer to have that conversation, someone might have to wait on hold for two hours?
Thomas Lee (40:09) Sure. And then they can’t call.
Noah Laack-Veeder (40:11) The next one unless they have two cell phones, right? Or you have some software?
Thomas Lee (40:14) Yeah, if you have.
Noah Laack-Veeder (40:15) 100 follow ups. You have to do it once medallion’s able to do all 100 at the same time. So we’re waiting on hold our agentic AI is, and based on what needs to be resolved, we can structure the conversation that way. So, I mean, it’s a, it’s pretty advanced technology where, and it’s moving so fast that like the LLM can take in an input, what the situation is and then lead to a next step resolution. And we also have audits and all that kind of stuff to make sure that we’re doing that. But the impact to your organization is that your team doesn’t have to do follow ups. It doesn’t have to track status. It doesn’t have to complete applications and, you know, in terms of what your team would have to do if something is stuck and we need your help to get this provider to act. That’s an instance where we would engage your individual in addition to them submitting the request. But I mean as agenic AI is increasing, like we can use agenic AI as the first pass to try to contact providers as well. So it’s it would be on behalf of your organization. It’s like, hey, this is a managed medical. They won’t even know what medallion is. We need you to update your malpractice, do you need help? And it can assist them to get those things resolved?
Thomas Lee (41:30) So the payer side, they’re picking up a call basically an AI call from us and they.
Noah Laack-Veeder (41:36) wouldn’t know it’s AI. Yeah, I mean, I can, if we get an NDA in place, I can show you what the phone call looks like. It’s pretty. It’s a big differentiator of medallion right now. So it’s but ultimately, again value proposition is taking this team from four and redirecting them into other high value tasks, why medallion takes over the mundane tasks. But also as Taylor alluded to, our timelines are going to be much better.
Thomas Lee (42:05) So,
Noah Laack-Veeder (42:07) you know, yeah.
Thomas Lee (42:08) And then it sounds like I think in our first call, you know, we were talking about what is actually being offered here. Is it a platform solution or kind of the fte or SME type? I think you mentioned it’s. A little bit of both. Will. Okay. Let’s say there’s some payr discussions or issues escalate to a point where a live person has to kind of get on the call with the payr to figure something out. Is that something that you guys handle or would that at that point? Will we be, or the point of contact on the payr side from internal here, internal folks here, would they be contacted? And they’re the one that’s actually having that conversation with the payr? Yeah.
Noah Laack-Veeder (42:48) Can you all see tasks on your screen? Yeah. So I’m just going to do like a very mini demo if it makes sense to do a more full on demo. Like I’m totally happy to do it, but I do want from an executive lens like I just kind of want to show you what this looks like day to day. So you’re going to be doing lots of credentialing. There’s. Going to be enrollment requests going across the board. We can talk about volumes in a bit here, but ultimately, there’s going to be a lot of activities happening, right? Naomi’s with blue cross, Aisha’s, with anthem, and all of this today is being manually tracked. Someone has to update all of these statuses with medallion. We will be automating a lot of these things. So what you’re seeing is medicare. Actually when you want to get a status check, your person’s having to log into medicare and get this information. So this, what you’re seeing here is actually one of our AI crawlers. I.
Brooke Ledger (43:39) Always thought that for especially this pcos enrollment, which has been the.
Thomas Lee (43:44) bane of.
Brooke Ledger (43:44) our credentialing team’s existence is that the providers have to set up their own account. Is that not the case anymore. I remember in the past that’s how it’s.
Noah Laack-Veeder (43:53) been, so that’s a good question. So they’ll have an account, but there’s no requirement for them to log in like we authenticate and get the status on their behalf. So it’s.
Brooke Ledger (44:02) still the same thing where they have to set up the account and then they give us the credentials essentially, yes.
Noah Laack-Veeder (44:08) But I will say there’s yeah, that is, but at the same, so if they’re able to do that, which they’re going to have to do anyways, because I mean medicaid, medicare requires the surrogacy point. We, if you think about this at scale, right? This is just the medicare piece. We do this for medicaid, which isn’t all of these requirements aren’t consistent across the different payers. Like medicare has that authentication, right? From a commercial portal, it could be going to the commercial portal. It could be a phone call. It could be, you know, we do, we handle about 200,000 of these enrollments a year that we might have other methods of getting status. But the point is your team doesn’t have to track status when you log into medallion, what’s here is accurate in real time? And if you need to request an enrollment, your team doesn’t need to know how to do it. They just need to tell us what they need to do. So again, you said you have maybe multiple tax ids, you choose the right one. You tell us which state. And then the great thing for your team is they don’t even need to know which payers are with each group. You can just say enroll them with every outstanding payer from that group, and choose the line of businesses. You can do all of them, which is typically what we do. But the big,
Brooke Ledger (45:18) it’s an all inclusive rate essentially per provider. So if we were just enrolling them with one payor, it would cost the same as if we were enrolling them with 50. So that’s good. So.
Noah Laack-Veeder (45:29) The good question about the price and all we can get to how we price in just in kind of a second. But think of us as a utility. It’s like you tell us the services that you need, and we will do those services. So let’s say you need to do 100 payor enrollments like you, that, that’s kind of like how our pricing works is the activities that are needed? One thing I want to highlight though is that when you do you have like multiple locations associated with tax ids that you need to keep track of when you enroll.
Brooke Ledger (46:00) Here’s a little bit where it gets a little complicated. So, our dental was enrolled as a mobile provider. So we don’t have to put in locations. For whatever reason. This happened many years ago. None of us are on the hook for this. Woundcare was not enrolled as a mobile provider. So you have to list all of our facility locations that they’re going to be servicing with the.
Noah Laack-Veeder (46:25) Enrollment. Yeah. And so what I’ll say is if your organization doesn’t have technology like this, they are kind of like reliant on… correct relying on someone not forgetting something with medallion. You just click this box and we’ll add all of the locations. So nothing gets missed that’s great. What’s even more great. That was very salesy. But it’s true is if you want status by location, you have that here as well. So if you’re like, hey, is Ryan enrolled at this location? We have all the effective dates and whether they’re enrolled for each site. So really what this is showing you and I’m trying to prove is that things won’t fall under the cracks because we’re doing all this work and we’re tracking status across all these things. So if something needs your attention, we’ll alert you. But ultimately, if things are all good, you’re just sitting back and waiting for us to tell you via notification that someone’s now enrolled with this health plan. So it prevents you from having them see a patient for a particular payer, because we’re, you would know, like before you let Thomas, you see the patient, well, this effective date better be in our system and they better be in network. So we’re giving you that real time visibility as to who’s in network with whom, or which location does that make sense?
Brooke Ledger (47:54) Sorry, I was just going.
Taylor Ryan (47:56) To add, I know Brooke you asked earlier, like are you outsourced? Is it outsourced? Is it not, we’re really careful to not say we are a completely outsourced solution, right? Because that visibility and you guys having the control over what’s where like, yes, we are taking the burden of the manual work and like things getting, you know, forgotten falling through the cracks. We’re taking that off of you. But we’re careful not to say that we’re a completely outsourced solution because there are outsourced solutions out there, but they don’t have the platform element. So we kind of really sit in the middle and that’s intentional so that you guys have the control, you have the ability to, you know, see where things are at. You’re not just beholden to our team and trusting that things get done. You can see that things are actually making progress and see it in real.
Brooke Ledger (48:43) time. So, does that make you sort of a hybrid? So a more cost effective solution than say a full outsourced credentialing?
Thomas Lee (48:52) Quick answer is.
Taylor Ryan (48:53) Probably, yes. But I think also what’s important to note is that, yes, there’s a lot of manual work that we’re doing, but we automate as much as possible. So like whether it’s the gentic AI doing, you know, phone calls on our behalf. Like those are we try and automate as much as possible so that to your point, it is more cost effective, we use technology where possible. But as, you know, there is a human element to this that need, you know, we need to have a human in the loop making decisions and doing things. And so we are that hybrid.
Brooke Ledger (49:23) Yeah, no, absolutely. I think that that’s totally understood. I’m just wondering from like a numbers perspective, how many ftes this?
Thomas Lee (49:33) Could potentially stand?
Noah Laack-Veeder (49:36) In for and,
Thomas Lee (49:36) I think that’s kind of to be determined but it sounds like what this what medallion would really essentially replaces the worker piece, right? So we sounds like we still need a decision maker. We still need a quote unquote quarterback as it relates to pay relation or, you know, the credentialing and kind of the pay relations. But the worker round and reminder and follow ups sounds like that’s what’s being that’s the huge value proposition of what you guys are offering here, which is great. I think again we are looking to restructure our organization based on what’s out there, what’s available. And our mindset was kind of similar to what you’re pitching here. We’ll still have a conduit or the quarterback from the internal perspective that’s understanding of what the provider and credentialing needs are. And having this conversation about the tool and the support like your automation and also support behind scene that’s able to kind of get it done with less quote unquote resource needed. I think that’s kind of how we’re looking at this just a little bit of side question though I could imagine your existing clients and some of the payers getting these AI automated calls for reminders and so on and so forth. What has the kind of reaction or have the payers been receptive of getting these calls or do they just hang up? Always, it’s like a robo call. I’m going to hang up. What has been kind of the feedback? Yeah.
Noah Laack-Veeder (51:01) The reception has been overwhelmingly positive. Like happy to give you a little bit more information as we continue discussions. But like the proof’s in the pudding. And I think as you mentioned Thomas, like if I look at medallion, it’s clear to me like, yeah, this sounds like it’s going to reduce the resource need for us. But the other part is that our outcomes are best in class. Like I would say we are an outcomes company. So if it makes sense, what we typically do with organizations is we can have our analytics team put together what our turnaround times are for your payers. You can see that. And those are something that we guarantee. So that’s another difference where if you’re like, yeah, there’s kind of like a world. Yeah, you can outsource it right for sure to a primary outsource organization. Visibility may be challenging. But the question I would ask is, are you able to, you know, give me average performances? Are you able to give me, you know, slas and that’s where medallion is. I’d say clearly differentiated.
Noah Laack-Veeder (51:59) So it’s you know, if you have a team of four supporting a group of 120, and just using the very back of the napkin math of the 501, you, we’re looking at a point, know two five fte managing this kind of side of the desk, but they’re not getting 120 day turnaround times like they’re going to get, we usually cut your turnaround times across payers by half, which can lead to some significant revenue acceleration.
Noah Laack-Veeder (52:25) But that’s something we can partner on and develop more thoroughly. But from kind of earlier, we talked about like the visibility and the solution that we’re looking for, you know, so far, did what I show you in the technology and the workflow, does that kind of match the solution that you all are looking for? Just love to hear, some candid feedback.
Thomas Lee (52:42) Yeah. I mean, I think there’s a lot here. In fact, the structure that we were thinking about even prior to, you know, going through the demo was similar to what we were thinking. I mean, can we have the decision maker who’s tied to the recruiting and the HR team? And also the executives in the payer group, the provider group to be able to kind of foresee and kind of coordinate this credentialing… and licensing part of it? So, meaning getting ready for this race that’s what we’re thinking. But at the same time, we were looking at the rois from leveraging some automation tools and outsourcing some functions out, you know? And we don’t just look at the financial piece of it as the Roi but also the improvement in process, no business interruptions, no operational interruption as well as some denials. We don’t want to get into a point where we’re getting denied and not getting reimbursed, what we’re expecting due to credentialing issues or licensing issues. So those all go into my so called Roi calculation. So I’m really glad to hear this. Yeah. So, yeah, Thomas, just on that.
Noah Laack-Veeder (53:52) Both the speed is guaranteed but also the accuracy. So when you think about.
Garrison Goodman (53:56) credentialing or enrollment related errors to denials, those should go to near zero.
Thomas Lee (54:02) Gotcha. And, you know, I appreciate that. But at the same time there’s a success can be done, it can be caught somewhat guaranteed or heightened leveraging your solution at the same time. It does circle back to that quarterback role, right? If we give anybody or including you guys a wrong kind of information or wrong direction, outcome may be great like, yeah. So, and so’s credential then ready to go, maybe not be the market that we intended, right? Meaning, so there’s a mistake in the direction. So outcome is great and all that. So.
Frank Nelson (54:37) As.
Thomas Lee (54:38) a kind of like a second step to this and that’s why we brought the whole SME type of support whether that’s available or not someone to kind of bounce ideas and run scenarios, you know, someone that’s internal with somebody that’s an SME and say, hey, we have this kind of situation, you know, and we’re thinking about licensing or credentialing, you know, like this, does that make sense? Does it solve our issue or does it create some additional burden or, you know, surprises like maybe something like that would also be helpful because, you know, how the structure is going to roll up in the position itself. You know, I’m not sure if this person is going to be like an expert in credentialing or someone who was, you know, working in RCM, you know, overall but kind of branching out to the payr side of it. So that’s one kind of category that we’re trying to continue to evaluate.
Frank Nelson (55:35) Yeah. And.
Taylor Ryan (55:36) As we were talking here and I know Ryan, you have your hand up, I’m going to just round out this piece and then I want to get to your question here. We can talk through this in more detail. But as, you know, if you were to become a customer, you know, we would kind of scope out what implementation would look like. And this is what your ongoing support team would be. So when you’re talking about having somebody in house that can interface with an SME on our side, like this is the team that would be supporting you. So you have the ability to go to our team and that’s really where I think we’re unique and that, yes, it is a platform, but we’re not just leaving you out to dry, there is a services element of what we provide. And so when you become a customer, we do support you with a full implementation and onboarding plan and you’ve got real people at medallion experts, that are here to guide you and help you understand what we would see as best practices. So absolutely, you have a team that you can interface with here at medallion and you’re not just, you know, left, to make decisions without input, so that’s I’m glad that you asked that and that’s absolutely part of our business model.
Frank Nelson (56:42) Does that answer your question?
Taylor Ryan (56:44) Thomas? And obviously, there’s more that we can get into here, but just at a high level.
Thomas Lee (56:49) Okay. Sounds great.
Taylor Ryan (56:51) Ryan, what was your question?
Ryan Tucker (56:53) Likely priming a pump for a future meeting because this one’s going to be long, but I’d like to hear a lot more information around the interoperability of your solution compared with some of the systems we already have. One of the situations we often run into is what we call the safety net circumstance where a scheduler is, you know, moving providers around trying to maintain coverage. But perhaps something gets missed in which a provider gets assigned to a facility or scheduled for a facility at a certain day in which they may not be enrolled. Or in the case of what Brooke mentioned, they’re not enrolled in the proper region, we need to be able to cover for those circumstances. So the best way to do that is okay. We now see our emr is posting someone to have a schedule for such and such a day, such and such a time. We need to have a check associated with that coverage is a major element for us. So spanning across emrs, the term that’s coming to my mind is RPA. So as something gets pushed into our emr or something happens, you know, we have an encounter that gets posted by a provider, the solution can reach in and see, oh, we have an encounter here with a provider and a facility that’s not currently enrolled, catching that in the moment instead of catching it when the billing cycle starts or heaven forbid when it ends.
Taylor Ryan (58:07) Right. That makes a ton of sense. And I think to your point, there’s a lot that we can dive into there and that we probably need to understand to fully address that. So I’d love to find time for another call where we can dive in deeper and address that question. I guess with the time that we have left, you know, what, how do you guys evaluate technology? Like where, what do you need from us? From here? Obviously we’ll dive in to the logistics with you, Ryan, but I guess from like the larger team, what other next steps should we be running in parallel here to help you guys make it, you know, help you?
Frank Nelson (58:47) Through the evaluation. Yeah, I’ll chime in and then I have to run because I have a meeting in one minute from where I sit. I can think two things. Number one, just some guidelines around pricing given what we’ve shared so far and understanding what we’re hoping to accomplish with this would be helpful just so, you know, we’re not thinking apples and it’s actually oranges that’s number one. Number two. I think that… I… the company similar to us or relatively similar to us when you partnered with them for a similar solution from a referral standpoint. I would like to hear from a referral from a reference standpoint, you know, some of the feedback that groups may have good, bad or indifferent after partnering with you.
Taylor Ryan (59:40) Okay. We can certainly, we can certainly do that. So, my thought is why don’t we find time to kind of address your side of the house, Brian, and then in parallel, we can continue the conversations around like what pricing looks like. Noah and I will put together a list of questions that will help us just get you get a little bit closer on like what scoping would look like from a pricing perspective, and then come back to you with, you know, what pricing looks like, but we can kind of run that in parallel. And then once we get a better understanding of the scope like what is in scope, we’ll help you guys. We’ll choose sort of a customer reference that I think will a line best with your use case, your size, what you guys are, how you’re operating, we can certainly set up a customer reference.
Ryan Tucker (60:25) Does that sound good? Sounds good to me?
Frank Nelson (60:28) I have to run. Thank you. Thank.
Taylor Ryan (60:29) You so much Frank. I appreciate it. Ryan. Are you available to just stay on for a minute here to find time for another call? Yes. Okay, great.
Ryan Tucker (60:39) I’m going to have to jump but thank you all Thomas, Brooke, Ryan. Very nice to meet you. Look forward to speaking soon. Thanks guys. Yes, I have to jump too.
Taylor Ryan (60:46) Thanks so much, Brooke. Yeah, thanks, garrison… Noah, real quick. How long do you think that we would need for a follow up? I think.
Noah Laack-Veeder (60:55) We could probably do. I don’t want to take up too much time, Ryan, but just, we can do an hour. Maybe if it doesn’t take an hour, we can end early. I.
Ryan Tucker (61:04) Think an hour would be fine.
Taylor Ryan (61:05) Perfect. Okay. Looking at our availability, what do, are there typically days that work well for you? Ryan? Tomorrow? We’re pretty busy, but Wednesday, Thursday, we have availability.
Ryan Tucker (61:17) Thursday after, let’s go for 12 30, Mountain Time is very open. Friday morning is very open. And then next week, Monday, the sixth, I’m effectively open.
Taylor Ryan (61:30) Okay. Let’s see 12 30 Mountain Time. Thursday. We’re a little busy. Yeah, go ahead, Noah. I know you have, a hard stop here. So I’ll let you drop,
Noah Laack-Veeder (61:41) Alright, Ryan, I’ll talk to you soon. Yup. Thank you.
Taylor Ryan (61:45) Okay. You said the sixth year effectively open? Sorry, what was that? Oh, Thomas had to jump? Okay, perfect. Alright. Let’s see what you said that you’re pretty open next Monday?
Ryan Tucker (62:01) Yeah, ironically today as well, but I imagine you guys are pretty booked. Yeah. Friday morning is free. I can probably make an hour work somewhere in Wednesday. I think the team is looking to get probably something tightened up a little bit sooner this.
Taylor Ryan (62:16) Wednesday?
Ryan Tucker (62:17) If we can manage it, we’re.
Taylor Ryan (62:20) pretty open on Wednesday, if you can do that.
Ryan Tucker (62:23) Wonderful. I have a big gap. Well, big is a relative term, 11 30 to 12 30 Mountain Time, perfect. Nine, nine to 10 mountain or one 30 to three mountain?
Taylor Ryan (62:38) If you can do 11 30 to, I think you said 11 30 to 12 30 mountain?
Ryan Tucker (62:43) Time, yes.
Taylor Ryan (62:44) Yep. That works for us.
Ryan Tucker (62:45) Deal. Perfect. And should,
Taylor Ryan (62:48) I just include you or is there any, are there any other folks that should join us?
Ryan Tucker (62:52) Me for now, with an optional of Thomas Brooke and Frank, just for their advisory. Perfect.
Taylor Ryan (63:01) Yeah, I was gonna ask like, what timeline looks like? I mean, I know when we spoke to the team last, they were like, we need something in place yesterday, but I know you already mentioned that you’re you know, the team’s trying to get buttoned up pretty quickly, I guess like, you know, what does that look like? Or the short answer? Yeah, go ahead. The short answer is.
Ryan Tucker (63:23) Is we need something to patch the revenue leak? So, if we find the right solution, I am confident that the group will sign off and move faster if the right solution for the right price presents itself, we don’t have a hard coded timeline from a budgetary standpoint. But if we find the right solution that can deliver an Roi even in this quarter, I’m feel very confident that we would sign on in that time frame.
Taylor Ryan (63:49) Okay. Got it. No, it’s super helpful and we can move as quickly. You know, everyone has their own timeline. So, we don’t wanna push somebody that, has a, you know, longer timeline, but we also wanna make sure we’re moving quickly with folks that have a really tight timeline. So that’s super helpful. Okay. Awesome. Well, I will send over that invite, and then I will probably just follow up with the larger group in a thread with some of the questions that we need to put together some initial pricing. So yeah, just look out for that email.
Taylor Ryan (64:18) And then I’ll work on getting, a customer reference for you guys, that we can get you on a call with and, you know, you can fire away questions.
Ryan Tucker (64:28) That’d be great.
Taylor Ryan (64:29) Awesome. Alright. Well, thank you so much for your time. I appreciate it. I’ll send that out the invite out here in a minute, but let me know if anything comes up in the meantime.
Ryan Tucker (64:37) Okay. Sounds good.
Taylor Ryan (64:38) Awesome. Thanks, Ryan. Appreciate the time.
Ryan Tucker (64:40) You betcha. Bye, bye. Alright.