Transcript
Jake Shubert (00:01) that, and like,
Jake Shubert (05:55) I don’t know if you watched the bear the TV show, but, people, yeah, people say that’s like also a very accurate like kitchen environment.
Alyssa Putman (06:04) Okay. That’s scary. Wasn’t expecting that.
Jake Shubert (06:06) I know which isn’t a great sign. Hey, how?
Alyssa Putman (06:09) Are you guys?
Jake Shubert (06:12) Doing good. We’re talking about shows, TV shows that are like accurate for the work setting that they’re in. We’re talking about. I don’t know if you watched the pit, but we were, yes. Okay.
Alyssa Putman (06:22) My husband and I are huge, the, we watched, yes.
Jake Shubert (06:25) Yes. Okay. Yeah, it’s an amazing show. I love that show.
Alyssa Putman (06:29) So fantastic. Yeah.
Jake Shubert (06:30) But Mallory was just saying that she heard that show is like spooky accurate, which is.
Alyssa Putman (06:35) Interesting. So, I actually used to work in hospitals. And so that is like almost exactly how our hospital emergency department was. Wow, like it’s legitimate, like it is. Yeah, it’s and then I’ve talked to other like nurses who we’re good friends with. Like I have a bunch of friends that do travel nursing, and the ones that have done, stays, they’re like that show is so spot on like it’s exactly how life operates for like they said, outside of like what they had the mash, casualty event like in season. Yeah. Like, so they’re like, you know, that maybe not have, but like the day to day that’s exactly like it’s spot on.
Jake Shubert (07:11) That’s crazy. Yeah, I was telling Mallory then that I’d heard that similarly the bear. I don’t know if you watched the bear?
Alyssa Putman (07:17) So, I did, my husband did, but I also had heard similar things that it’s like pretty spot on. Yeah.
Jake Shubert (07:23) Really, really good show. Mallory called out and it’s like that show’s a pretty abusive kitchen work environment. It’s very.
Alyssa Putman (07:30) Abusive.
Jake Shubert (07:31) yeah, I was like, I don’t want that to be the norm that’s kind of, it’s not great.
Alyssa Putman (07:35) Yeah.
Jake Shubert (07:36) Yeah, but also a great show. Well, listen, it’s great to chat with you. Again. It’s been like, I don’t know six or seven months, but also kind of feels like it was a week ago. It’s crazy.
Alyssa Putman (07:46) Yeah, I know it’s been a bit, but it feels like it hasn’t been a bit. So I guess that’s a sign of just how fast things are going.
Alyssa Putman (07:54) So, and I appreciate you guys jumping on a call with me so quickly. We have grown so and are continuing to grow significantly at a faster pace than what we had actually even projected which is a great position to be in, but just puts us back. Whereas in the beginning some of the accounts that we had one we launched a little later than we planned, but some of our initial accounts maybe weren’t so sure about credentialing.
Alyssa Putman (08:19) It now seems like every account that we’re talking to is like, can we do credentialing as well? Can you somehow match us up so we can do credentialing? So it’s one of those that we’re like it’s a big enough and we’re signing some bigger, getting ready to sign some bigger accounts that we want to be planning ahead for looking at possibly end of Q2, start of Q3, a few, a little later than that for budget pieces for them.
Alyssa Putman (08:41) But yeah, just wanted to restart the conversation and kind of just touch base on information that I could provide that would be helpful for you guys that we could maybe even start looking at some different like pricing pieces, things like that. And then, yeah, just kind of where we can restart and go from here.
Jake Shubert (09:01) Yeah, that makes perfect sense. I think like my idea for today’s, call, sounds like we kind of have the same idea but it’s really just taking these, you know, and catching up on like how the last six months have been understanding kind of the current state of play, what you’re looking for. I also want to understand like obviously when we talked last, we went through a demo, a lot of conversations. But if there are like things you want to see again or more things you want to review, like Mallory and I want to make sure we’re holding space for that as well, kind of future call and then also setting up like probably on the next call, we could talk through more of like what volumes look like with the actual like need is short term, medium term, long term, that way when we do get to pricing you’re sort of seeing all the options of like what this looks like and how it’s going to scale out so that’s kind of what I was thinking for today’s. Call if that sounds good to you?
Alyssa Putman (09:45) Perfect. I think that’s perfect. Cool.
Jake Shubert (09:47) Well, I guess maybe we’ll jump in then. So like I said, it’s been six or so months since we last chatted. You just shared a lot of exciting updates and your email was really detailed too, which was super helpful. I guess my first question is for these groups who are already asking about credentialing and enrollment, like are you guys actually doing any credentialing and enrollment services for these groups today, or are they also managing it themselves?
Alyssa Putman (10:11) We have done some support like some supportive assistance to like three really small accounts that were already in process of doing their credentialing. And then when we came on board for the RCN, they were like, can you just help because they kind of are one of those eight small agencies that have one person wearing about 16 different hats. So it was like, yes, we can come in and provide a little bit additional support so that they could get their billing up and going and off the ground. So we have been, it is not an ideal setup for us because we are primarily just focused on the billing. It’s one of those points that we just don’t have the manpower right now, right? To do it. And it’s one of those things that as we’re looking at our growth and kind of strategic planning, it’s one of those things like if this isn’t a piece that’s it’s not, our wheelhouse is more digging into the billing side and managing everything there. So let’s look, how can we outsource some of the credentialing side? So yes, we can still offer, you know, assistance support or full credentialing but not utilize all of our bandwidth as well?
Jake Shubert (11:16) That makes perfect sense. And for those groups you’re talking to today are the ones who are, you know, planning to come on board soon? Do you know, like how are they doing things today? Is it mostly like people on spreadsheets, are they using different software tools? Maybe the answer is across the board, but sort of curious what that looks like today.
Alyssa Putman (11:32) Yep. So I would say all of our smaller are like using spreadsheets or like handwritten I’ve got one that’s like doing everything pencil and paper still and that’s yeah, they’re like keeping track of everything which means they’re ultimately not keeping track. So that’s been a doozy. But we have like we have signed a couple larger providers and this is kind of what’s escalated the conversation. We have a potential client account out of the Oklahoma area that is upwards of like 200 providers. Oh, wow. So, and they have requested some assistance with credentialing. So it’s like all right, where we can help like those small agencies that’s one thing there’s no way we’re going to manage. And I, we just started the conversation with them last week, but it’s one of those things that they’re wanting to move fairly quickly, at least getting like because they’re going to be one that comes on with like our ehr software, our RCM software, and our billing services. So we still have a little bit of time there, but it’s still one of those like, all right, they’ve already brought up that this is one of the future things that they want help with. We need to make sure we’re kind of progressing or not too long after they get signed up in a position we’ll be able to help with that.
Jake Shubert (12:41) Yeah, the pencil and paper is wild too. It is.
Alyssa Putman (12:46) It’s been a while like they were doing all their, they’re still billing out of like excel spreadsheets too, that’s kind of the basis of their foundation for billing as well. So it’s just a very old school setup. So I’m like, all right, we got to start moving some of this a little online here.
Jake Shubert (13:01) Yeah. Thank God. I don’t work there though. My girlfriend won’t even let me like write stuff handwriting because no one can read my handwriting. So it would just be a disaster for everyone.
Alyssa Putman (13:09) Yeah. I’ve been getting a lot of scans and faxes. I haven’t it was, it’s been a minute since I’ve received like a fax. So my E fax, she just scans and fax, and I’m like then transferring it over to the electronic document. Like, yeah, it’s just been a whole thing, maybe.
Jake Shubert (13:27) You’ll get like, maybe you’ll get some carrier pigeons. We can figure it out that.
Alyssa Putman (13:29) Would be great at this point. Smoke signals might work too. I’m not sure. So, yeah, that’s.
Jake Shubert (13:35) funny, that is super helpful. I guess I have some like additional questions there, but something I alluded to in the beginning was like kind of just curious just for you personally. Like what would be helpful here? Like, you know, when we talked last time Mallory did, I think we did one or two demos and we went through like a lot of the details here. And I know you were really like excited and pumped about the platform, but I know again, it’s been a little bit of time here. So like just for you personally, like would it be beneficial as we’re going through this to see anything else? Or are you still kind of like, no, I’m good on the medallion piece, it’s more of just the logistics. Yeah.
Alyssa Putman (14:09) I’m good on like I think unless there have been any major like updates or changes to like the platform that’s like we’ve done this or this has been, I think, I’m still, I’m very comfortable there. The demos were, super helpful that we had last time. I actually went back through reviewed some of the documents you sent.
Alyssa Putman (14:25) So I don’t have any concerns there anything I want to see unless there were any like major updates or changes that you guys are like, hey, this would be beneficial to show?
Jake Shubert (14:33) Yeah. I mean, not just what do you think? I think the base of the platform is definitely the same from what you’ve seen. We’ve added a lot of like, you know, some automations and smaller functionalities to make processes faster and kind of help reduce administrative effort. So there’s some of those things but I don’t think it would be enough to like, I guess maybe like justify showing you the platforming and taking time out of your day. But Mallory, am I wrong? There? Are you kind of thinking that the same way?
Mallory Smith (14:58) No, I think spot on as far as this business case and how you would be modeled, it’s been more of just we’ve been making micro efficiencies to make it a smoother experience between the two teams and your.
Alyssa Putman (15:09) customer.
Mallory Smith (15:10) ultimately, we’ve really put a lot more updates and things into more of like our joint commission privileging hospital health system side of things that’s where a lot of the big updates happen. So your space is still running seamlessly.
Alyssa Putman (15:25) Awesome.
Jake Shubert (15:27) Great. Thanks Mallory also with the vendors or clients you’re talking with today who are interested in credentialing and some of the vendors coming on soon. Do you know like what are their current turnaround times for enrollment today? Are there like rough averages they’re sharing with you or that you’re seeing on the?
Alyssa Putman (15:44) Background? So some of them haven’t necessarily been like providing rough averages like the one out in Oklahoma. They have talked about that they were just attempting to manage it in house. And one of the things is they’ve grown so significantly and they have different levels of service and it’s just one of those things. They essentially just want somebody else to manage it for them. So I don’t know that it was just so it’s been like an issue with the time frames. I think it’s more just we’ve grown so big and we don’t want to manage this internally. So if you’re able to do this for us then like we’d like to kind of offset that some other of the agencies that some of what we’re hearing is just more they don’t it seems like the delays are more on their end than even so much with the payer end just because I’m hearing a lot of like we just struggle with getting to completing all the applications or we’re just struggling with, you know, getting all the documentation and getting it sent. It feels like we’re collecting it and sending it a 1,000 times, which I get it. I’ve been in that cycle before. So I think a lot of it is just the delay that they even aren’t so much even focused on the time that it’s taking the process on the insurance end.
Alyssa Putman (16:51) It’s just the labor it takes on their end that it’s just value wise. They can’t keep spending on it. Yeah.
Jake Shubert (16:58) 100 percent. I think also thinking about that the same way from the bhrev side of things where it’s like, yes, like, I know you are obviously very acutely aware of this having like lived it. But for other folks on your team? Like have they thought about if you guys didn’t use someone like medallion, like what this, what the effort would be for you guys to be able to staff up to support for these? So.
Alyssa Putman (17:19) That is really what we’ve talked about and that’s where the thing has been to even consider amassing our own like credentialing team value wise isn’t worth it long term, like as far as like why try to reinvent the wheel ourselves? And we’re gonna end up spending more money and somebody else has already, you guys have essentially already done it like put all in all the back work. So if we can arrange something there, it just seems to make more sense for us versus hiring a full team?
Jake Shubert (17:48) Yep. Yeah, totally. And are there any other vendors in this cycle that you’re going to be evaluating in addition to medallion?
Alyssa Putman (17:54) So there are a couple we’ve looked at. A couple we did have, we have a smaller credentialing agency that one a different like partner kind of referred to. I think, I don’t think they’re going to be able to handle the mass we’re projecting because we’re looking at being upwards of 50 accounts by the end of this year and continuing to grow beyond that. So, I don’t know that they would be an option. We had a couple feelers out there, but nobody else that I was super wowed by at this point in time. I guess.
Jake Shubert (18:24) Yeah, that makes perfect sense. That is super helpful. I guess I’m thinking of other questions top of mind for me. I guess as we sort of continue on this process and hopefully figure out like what the best fitting partnership would look like? Who else from your team or from leadership would need to be, you know, involved in this evaluation process?
Alyssa Putman (18:42) Yep. So our CFO will need to end up being obviously involved. So he’s aware he’s actually off today. I was hoping he would be able to join and he last second had to be out of the office yesterday and today. So I know we’ll end up scheduling another call that is with him. I know him well enough though he’s just going to ask about the money right off the bat, like what’s this going to cost? Like, you know, as any CFO does, that’s their main concern that’s their worry of what’s this going to cost? So, I know by the time we get a call scheduled like that, I’d like to have done any of like the back end work that you guys may need to do, that we can put together some, you know, pricing models or forecasts for him so that we can kind of get him the answers he’s going to be looking for.
Jake Shubert (19:23) That absolutely tracks. I think, I’m I don’t know if this is bad to say. I guess I’m like selfishly happy the CFO didn’t join today, just so like we.
Alyssa Putman (19:31) Can work through.
Jake Shubert (19:32) All the emotions first, me too.
Alyssa Putman (19:34) I, you know, first when we were talking about last week, he’s like schedule all the calls I’m like, so it kind of it ended up working out better for us today that he didn’t yeah.
Jake Shubert (19:43) And just in terms of like setting up the future calls and how we’re thinking about this, I think and let me know this sounds good to you. Alyssa is like, I think definitely talk through some more questions today. I think we can have another call Mallory or we can even do this today if we have time but Mallory where we can sort of lead a conversation to make sure we get all the proper scoping requirements and volume estimates from Alyssa. That way when we do share pricing, it’s off of accurate estimates and obviously those can be changed over time. But just so we have the general lay of the land. And then Alyssa, like you could tell me if this is an incorrect assumption. But in working with other cfos, typically, they want pricing, then they also want like what’s my return on investment going to be like, why does this matter? And maybe Alyssa, that’s something that we can work on together over these next couple of calls, absolutely.
Alyssa Putman (20:29) When.
Jake Shubert (20:29) we do share pricing with your CFO that is doing both at the same time. That way there’s kind of like the logic behind the pricing. That way we’re painting the clear picture there. Absolutely. Yeah, that feels like the right sort of steps.
Alyssa Putman (20:42) Here. Yeah, I think that’s perfect. And I think it’s we’re in a better spot. Whereas the last time where we kind of left off with it was just like not even having any sort of an idea on estimates. It was like we didn’t even have any of our accounts live at that point. And now we’re seeing the momentum. So I think we can provide a whole lot better estimates at this point and accurate information especially based on our growth model and what we’re seeing. So I definitely think we can easily provide the information we’re looking for and it’d be more accurate this go around.
Jake Shubert (21:09) Yeah, absolutely. And I guess just like timeline wise, is there a timeline when you guys are hoping to whether it’s either make a decision by, or go live with a vendor by like sort of curious how you’re thinking about?
Alyssa Putman (21:21) The timeline, I think we would like to have at least have a vendor selected here within the next like month or so or two. I guess so by, I would say by the end of Q2 with the goal of seeing if we can be live by the end of Q3 type of deal. So that kind of works in line of knowing the accounts we have coming in, following kind of timelines that it’ll take us to onboard and get everything set up. That then it almost be like everything will work out financially then at that point, yeah.
Jake Shubert (21:53) And I know you’ve already shared that like you guys staffing up the team, like wouldn’t really make sense financially but also like operationally, like it wouldn’t make sense like just thinking ahead to that CFO conversation. And this is like, I know kind of like an impossible question. So, so sorry to advance. But do you have any idea or any like estimate of like if you guys were to staff up this function yourself, like how large your team would need to be to support, you know, all these clients, you know, the 50 plus you guys are going to have?
Alyssa Putman (22:23) Oh, I mean, starting, I know we would try and again, I know based on CFO projections, he would try and say, let’s start with one person and that just isn’t even going to be plausible. Yeah, like, you know, I’ve worked in the field long enough. It’s like, yeah, it’s just not how it works. So I would think for us by year end, we would have to have a team of, I would say at least five people and I’m thinking one of those dedicated specifically to the agency that is coming on board that has like 200 different providers that they’re like. So looking at that, and even that would be almost a two percent job of everything we need to get and set up and we’d still be pushing it. So I think the team would at minimum, by year end have to be three to five if we brought them in house, which again, just doesn’t necessarily make the most financial sense if there’s other options available.
Jake Shubert (23:13) Yeah. And Mallory, maybe what might be a good idea here is let me know, if you think if you agree, Mallory, but like Alyssa, something we’ve done before is we’ve taken once we work through like scoping volume stuff with you, we’ve often since we do this like so often with a lot of customers, we have kind of like a calculator that we can use that translates to what that would look like for an internal team in terms of like number of people who would have to be doing that work. So just to help with that estimate, like again, your CFO might say like, hey, let’s do this with one person, but we’ll have sort of the math baked out to be able to say, hey, actually this would look like X on average. So I guess kind of a two fold question both to you, Mallory and you Alyssa. But like maybe that’s something that we can work on in conjunction with this too is having that sort of change management piece.
Alyssa Putman (23:55) Yeah, I think that would be a benefit because again, I know those are questions he’s going to look at and it’s all just because I think the other one is, you know, the idea behind it is we want to keep everything under one roof but I don’t want, I also don’t want him to be like let’s just go ahead and outsource this because that’s not what our accounts want like as far as like let’s just have somebody we send it off to and if it gets done, it gets done great, but it really doesn’t fall under. I would like to maintain some of that. Again. I think that’s just good best practice for the accounts we’re working with.
Jake Shubert (24:26) Yeah, we don’t want it to be like a black box where she’s thrown over the fence. Yeah, yeah, totally. Okay. I think I only have a couple of other questions top of mind for me. I’m also just curious from your perspective or the CFO’s perspective? Like when working with these clients and having them shift credentialing and enrollment over to bhrev, what is sort of like the incentive for BH, rev, like is the plan to sort of upcharge some of those services to get, you know, to show revenue out of it? Is it, you know, about like making your customers happier and retaining them? Like I’m just sort of curious like what you guys are thinking of in terms of the value there. So.
Alyssa Putman (25:03) We’ve actually looked at it from the perspective of do we just have it completely as a pass through cost?
Alyssa Putman (25:08) And then we don’t generate any revenue depending on, you know, what the pricing models look like. If that’s what makes sense for us because we want it, the ultimate goal is to make clients happy because ultimately, the bulk of our revenue is going to come from us billing and our percentage based tier that we have. So it’s not something for our end. And that’s also why we’re looking at it. It’s not enough of a revenue generator compared to what we’re making from billing to make sense to have our own team do it. So, our goal is more if it’s a selling point to our accounts, how can we use that to get them on board? But we aren’t necessarily going to profit off of it. So it’s more of just kind of the quality of services that we can offer sort of thing. Not that we’re going to make a big back end piece on it. Yeah.
Jake Shubert (25:53) It sounds like it’d even be more of like a lever for like your sales and marketing folks to be able to. Yeah, that’s awesome. That’s super cool. Great. Well, I think that’s most of the questions that I had top of mind Mallory. Am I missing any important questions?
Mallory Smith (26:08) No, but I have a great analogy that I think both of you in particular would appreciate if you want to hear it.
Alyssa Putman (26:14) Please, absolutely. Okay, we.
Mallory Smith (26:17) are the rotisserie chicken at costco? Okay? So let me set the scene here. So the way that we have a few pre built business models when we think of working with right now, our third party partners are RCM. Ehr, we have a few acos, pcas, but for rcms in particular, I can think of three different business models off the top of my head. The first one of course is the pass through fee because you’re looking for guarantee for compliance, you’re wanting to increase quality. The other one, we have another RCM customer that they do a slide up charge. So if we charge 100 dollars per application, then they’ll sell it back to their customers for 125 an application. So there’s definitely that one. But I like to say they were the costco rotisserie chicken because if you ever go in costco, it’s the furthest thing in the back of the store. And I have told my husband before that like, okay, we just need to go by there because I want to make, I make chicken pho, a lot. I have a friend that taught me how to make it and this is a quick and dirty way to make, it takes like three hours instead of 12, right? So I was like, I just need to go in there and get a chicken and he runs in there and he gets the chicken with like 10 other items.
Mallory Smith (27:27) So the whole thought process behind it, it’s a loss leader for costco ultimately to sell their chickens for five dollars for a hen, but you pick up things along the way. So what we’ve been able to see successfully with other RCM partners is that, hey, it’s a one stop shop. So, yes, we need credentialing in our moment. But look at these other features that we’ve been able to see from a revenue potential. So that’s just my analogy that I love.
Alyssa Putman (27:53) To.
Mallory Smith (27:53) I think.
Alyssa Putman (27:53) That’s.
Mallory Smith (27:54) perfect. Make as often as possible. Yeah.
Alyssa Putman (27:55) Yeah, I think that is perfect. I think that is fantastic. And that’s the thing is, I think we’re just at a point right now, it’s like, okay, we know this is something that makes at least for me, does not make financial sense for us to bring in house. And I don’t know that we could ever get to the point that we can do it as seamless. So why not look at the options that are available. And even if, you know, looking at the different models that are available to us, whether we do it as a pass through, whether there’s a slight upcharge, it’s one of those things like, we know that it improves the quality and we know it’s a big selling point for us. If we can say, hey, we can do this for you if you come with us as well.
Jake Shubert (28:31) The analogy was great but I couldn’t stand it because I have not had lunch yet and now I’m like starving. And so that was the last thing that I actually needed the.
Mallory Smith (28:40) Last straw, I’m so sorry, Jake, I hate to be that.
Jake Shubert (28:44) Yeah. We should have talked about that beforehand. No, that was a really good analogy. Well, listen, I guess just, are there any questions from like on your end top of mind for you? Obviously, I know we have to work through scoping and stuff like that. But any ways Mallory and I could be helpful? Anything like that? I?
Alyssa Putman (28:59) Don’t think so. Just unless there’s like, I know, I think really early on last year we did some, I think there was maybe like a worksheet or just some additional questions. So, I think if just getting that so or kind of refilling out, taking a look at what those numbers are to try and then help scope and then go from there, I think that’d be a really great starting point for us.
Jake Shubert (29:21) Yeah, absolutely. And just to make sure like we’re talking about scope that we have the scope of work correctly, obviously, we’re talking predominantly about, you know, enrolling providers and payers doing that payer enrollment. Yep, if my memory is correct, and please let me know if it’s not because, it’s not the best memory I.
Alyssa Putman (29:38) Get it. I.
Jake Shubert (29:39) Think primary source verification work was also in scope for some of your clients.
Alyssa Putman (29:45) For some of them, yep. Yep. And so that’s the thing is we’re getting a lot, a little bit of a mix of what people are looking for looking at. So that was a scope for one of our accounts. So, yeah, it’s something I’d like to take a look at as well.
Jake Shubert (29:58) Okay. And I believe if I remember again remembering correctly, I think, that was it. We weren’t we weren’t looking at any like privileging or licensing work. I think it was really just the PE and the primary certification conventionally. Okay. Perfect. Yep. That’s helpful. I guess Mallory, do you, should we try scoping a little bit right now? Do you want to reserve a future call what would be best for you?
Mallory Smith (30:22) Yeah. So I have the scoping document, just the template that we have, I have that pulled up. I’m happy to run through. I think the big premise here Alyssa is that we do have SKU flexibility. So our goal is always to strive for how many you would expect to see in the first year. Yep. And then we would scope the years two and three to kind of match that. But because you’re able to push and pull SKUs from different years, it really works well for the RCM model because you’re not really sure what you’re expecting. And then usually, what happens is we get in place, we go live and then more customers hear about the success that you’re experiencing because we’re having qbrs with you. We’re showing you the metrics we’re showing you how much we can accelerate revenue. So then your business picks up. So just something to keep in mind as we go through the scoping, if you’d like to review that today, we’ll get a guesstimate. That way we have a bucket so that you’re able to pull from. But these aren’t hard and fast numbers. You’ll definitely have some flexibility with them. Okay?
Alyssa Putman (31:19) Perfect. And not to be like, hey, have to rush us through it. But if we could send that, and my only request is because I am going to have to jump off at two 30. Oh, yeah, I have to go pick up. I have to go pick my preschooler up today. I don’t think she wants me to leave her at school. So I know I was kind of pushing it a little tight. So if I could get that and I’m happy to fill it out and get it back to you guys right away.
Jake Shubert (31:40) 100 percent. So let’s do that, Alyssa. And then if you don’t mind with the last two minutes we have here, do you want to… Monday or Tuesday of next week? Let?
Alyssa Putman (31:50) Me? Look, yeah, I can definitely, Tuesday definitely works best. Mondays are crazy, but Tuesdays tend to work best. Yeah.
Jake Shubert (32:00) How about Tuesday at nine a M pacific? That’ll be noon Eastern Time, could?
Alyssa Putman (32:07) We push it back about 30 minutes. I got a call, 12 to 12 30 Eastern Time, but I am free after that.
Mallory Smith (32:14) Let’s see. I’m good on my end. Jake. I can move things around.
Jake Shubert (32:17) I could do that. I would just have a hard stop at the half hour mark. Do we think Mallory a half hour will be enough time?
Mallory Smith (32:24) So we’re able to email, let’s view the questions today, which I have them ready. Jake and I will meet right after this, and then if you can have them back to us, then I think that’ll give plenty of time 30 minutes for you to get an idea of scoping perfect. Cool. So then.
Jake Shubert (32:38) Yeah, I’ll send that out for nine 30 pacific on Tuesday, the seventh. And then Melissa in reviewing the document, if you do have questions about it or, you know, whatever it may be.
Alyssa Putman (32:47) I’ll reach out.
Jake Shubert (32:47) Just let us know. And the only other call out I would quickly make is you don’t need to work on this immediately. But as you have conversations with these clients or future clients, understanding their turnaround times, I do think would be helpful, it won’t directly translate necessarily to value for bhrev, the ability to expand the turnaround times will be really important for your clients downstream. So when just thinking about like tools for sales and marketing, I think that could be a really helpful talk track for you guys. So we just want to understand on our end like how much we would accelerate that turnaround time by.
Alyssa Putman (33:17) Absolutely, absolutely well.
Jake Shubert (33:20) Alyssa, it was great to chat again. Awesome. Yeah, and we are looking forward to talking on well a week from today, yeah.
Alyssa Putman (33:27) Super excited. Thank you guys so much for getting this scheduled with me. As soon as I get that document, I’ll work on getting that filled out and back to you guys and plan to meet with you guys next Tuesday.
Jake Shubert (33:36) Sounds great. Awesome.
Alyssa Putman (33:38) Thank you guys. Bye.