Transcript
Josh Brunell (00:00) hi, Latisha. Hey.
Leticia Stewart (00:01) How are you?
Josh Brunell (00:02) I’m good. How was your day off?
Leticia Stewart (00:06) It was okay. Was.
Josh Brunell (00:09) it, sorry, I don’t mean to pry. Was it, were you taking it off to go somewhere or do something fun?
Leticia Stewart (00:15) No, no, I was just trying to catch up on some, you know, how you have so many errands and things you need to do.
Josh Brunell (00:21) And.
Leticia Stewart (00:22) I hit one of those things where if you don’t take vacation, you stop accruing. So, I was like let me just take off and take care of some business. And then I ended up kind of half working anyway. So, you know, how that goes. So it’s like, was I really off? Did I really feel like I was off? Not really? So that’s why I was like, I need a real, I need a real vacation.
Josh Brunell (00:46) I feel you, I’ve been going through a lot of stuff recently at home. We had like a flood in our house. And so we had to move into an airbnb, and I got two kids under both three and one years old. And so like, it’s been like, you know, you’re already playing catch up cleaning up after them and doing, you know, dishes, feeding them laundry, all that stuff, and then having to also move a bunch of times. Not great. But luckily, we’re moving back into our house tomorrow. Oh.
Leticia Stewart (01:21) That’s nice. Yes, that’s nice. I feel more settled. It’s always, even when you go on vacation, it’s like you enjoy being on vacation, but at some point, you want to be home like you still at least me, I feel like at some point, okay, this was fun but I want my own bed. I want my own stuff.
Josh Brunell (01:38) Yeah, usually, like if you do like a five day vacation, I feel like I start yelling out on like the fourth or fifth.
Leticia Stewart (01:43) Day. Yeah. Even though some people want to take like a three week vacation, I’ve never taken a three week vacation, I don’t think I could come back to work after being off for three. I’m like I got to go back like really?
Josh Brunell (01:55) I was going to say, could you do the three week staycation? Like if you’re just actually at home and not working.
Leticia Stewart (02:01) Then I would feel like I’m wasting time, you know, like if I don’t go somewhere, I feel like I’m wasting time off like that’s why I hit my maximum because I didn’t have anywhere to go. And then they were like, you’re not going to accrue anymore. I’m like wait, hold on. What do you mean? Oh, yeah. You know, you hit that limit. Yeah. So, it’s just been a challenge. Everything is just challenging. So, yeah, I didn’t know what this call was for. What did we talk about?
Josh Brunell (02:29) Yeah, no, I wanted to reconnect with you. So, I think the plan coming out of the last call was like I was going to send the proposal over. Obviously, there was a couple different options, right? Based off of like how conservative we want to be with some of the volume.
Josh Brunell (02:45) So I was just hoping to kind of get your feedback on what we sent over. If there’s any outstanding questions ahead of that discussion with your boss. I know you mentioned you want to get a demo scheduled. So I just wanted to make sure we’re answering questions we’re aligned and then also kind of, you know, get your feedback there prior to us scheduling the demo and then kind of game planning with you, what would be a successful call and what we should cover. So that was, it didn’t have to be 30 minutes, but I think we could get this done fairly quickly but I just wanted to make sure that we’re aligned on those items.
Leticia Stewart (03:23) So initially, my boss was like, yeah, just, you know, do whatever. So I wanted to let him know how much it was going to cost because he knows how much the modio was. So I wanted to let him know, hey, this is how much it is, wanted to make sure he wanted us to move forward and things like that. But then he started asking. So does that include facility credentialing? So he went back to that and that’s for our other side of the business. Remember I told you we have a separate entity where we have all these doctors. I don’t even know how many doctors are on that side. It’s a telerad kind of group thing and it’s all under one. And those are the people who signed the modio agreement. We didn’t sign that agreement. They signed it and they’re using it for their piece.
Josh Brunell (04:07) And.
Leticia Stewart (04:08) so, I didn’t want to attach ourselves to that one because it was just, you know, like a data warehouse as opposed to a full service option. So, yeah, that’s why I went this way and they went that way. And so then he was like, could it do that too? And I was like that’s not in my scope like that’s a separate entity. And he’s like, I want to see it. I want to know what it can do because I want to know if we can. I was like, don’t slow me down like don’t do that. I need to move forward. And on this side, if you want to add that later, you could do that whatever you want. So that’s how that conversation is like as soon as I mentioned it, he goes, does it include? This? Doesn’t he, I’m like, no, no, don’t start and then he was traveling, of course. So he was like, let’s make it for this next week, but I don’t know if that was last week for this week or if he’s back or what, and I haven’t been able to reach him. So, I don’t know when we can schedule that demo. And honestly, I just kind of want to push him to just move forward with our piece and then he could do that on his own time.
Leticia Stewart (05:14) So I just wanted to kind of narrow down the proposals, make sure I have all my information, ducks in a row kind of thing and just move forward with this piece because this is where the need is, they have something over there. They’re doing fine. They’re okay. So I just want to focus on my piece. So if we could just go through that, tell me exactly what’s included, what’s not included? I know the caqh piece. I think we’re okay with the staff doing that because I think their time will be freed up to do that. So I don’t think we need to add that piece on.
Nicole Campbell (05:51) And.
Leticia Stewart (05:52) I think we can handle that piece if everything else is done.
Josh Brunell (05:57) Excellent. Yeah. Well, after your boss returns and sorry, what’s your boss’s name? Just so we, I keep saying boss, but I feel like Drew. Okay?
Leticia Stewart (06:09) Drew stroper?
Josh Brunell (06:10) So, once Drew returns, yeah, if you want to review the proposal, they come back and… wants to see a demo of like everything we can do so that they feel confident. Hey if we make this switch, we could eventually move over some of the work we’re doing from modion to medallion as like a phase two, like happy to support that. So… outside of that, though, I do want to ask a couple more questions, but I have, as I mentioned, I have contractors at my house. They have, it looks like they have a question for me real quick. So I’m just going to, is it okay if I just put you on pause and tell them to come back in a minute. Hold on one sec, Nicole you can step in. I.
Nicole Campbell (06:50) Got it. Sorry, Leticia, I know he, it sounds like he was like reading you into what he’s been dealing with the last couple of.
Leticia Stewart (06:58) Months. Yeah, it’s.
Nicole Campbell (06:59) been crazy, but I think overall like we’re going to show that, make sure that we have like the final numbers for you. And then, yeah, the secondary piece with your boss in that side of the business. You can like we talked about with your contract, it’s like, okay, if we found out we need to scale it up or differently, we can do that piece with them too. So agreed, we don’t have to let this slow you down to not execute for, to help you all right now, which it sounds like is still the immediate need after this. Yeah, when, and I think like just to remind me, so I can also loop in our implementation team as like a follow up in terms of scheduling you all. When are you hoping that this new system is like fully live like when do you want to be inside of medallion?
Josh Brunell (07:51) Like,
Nicole Campbell (07:51) besides answering today, which I know I wish we would move that quick with you. I’m like it sounds like we have to.
Leticia Stewart (07:59) I would assume six to eight weeks six?
Nicole Campbell (08:02) To eight weeks? Okay, perfect. That, that totally aligns. It just gets us the ability to put you on the calendar too for like implementation with our team. We had already kind of like flagged you in, but I couldn’t give them dates. So I was just kind of like giving them ranges for.
Leticia Stewart (08:15) Now, yeah, I know it’s kind of tough but Melissa, she was on one of our calls, she would be kind of leading all of this and getting into the details, and really making sure everything functioned the way that it should. I’m just trying to get the money piece down the contract down and then I would roll it over to her to do the implementation with you guys. So. Okay.
Nicole Campbell (08:41) Great. And we’ll finalize that piece right now and then understanding like six to eight weeks, eight weeks for wanting to be live. That makes sense. Yeah.
Josh Brunell (08:50) Yeah, we could, I don’t know if you guys mentioned this. Sorry, I stepped away but we can do an accelerated or advanced implementation timeline and then have you start getting new providers, new enrollments going within six weeks, no problem.
Leticia Stewart (09:05) Okay. Yeah. Okay.
Josh Brunell (09:10) Sorry, sorry.
Nicole Campbell (09:11) Good news with the contractor.
Josh Brunell (09:14) Kind of kind of, so I have like they’re doing flooring and they also are putting in a new toilet and they just said like, hey, we, they basically broke a piece of tile that they have to replace so, but the, but they also gave me a good update that it should be done fixed… today. So like still on track to have everything done today hopefully.
Nicole Campbell (09:38) That’s a win.
Josh Brunell (09:41) Yeah. So what would, so a good next step? Would putting… all of this, I guess on a actual kind of order form contract agreement and sending that over make sense? Leticia, are we too soon to?
Leticia Stewart (09:58) Can we look at that, look at that? Did anything change on that proposal? Or we’re good? So we’re going to take out the caqh and we’re just going to use, that initial page or the first page, I believe?
Josh Brunell (10:13) So, there’s.
Leticia Stewart (10:17) I know there were a few different options and.
Josh Brunell (10:19) Yeah. There was the option that was presented live where we didn’t have caqh. And then I think we had a 1,000 payer revalidations. And then we reduced the revalidations and so we kind of set up a couple different was five. Let me just see was 500 payer revalidations or a 1,000 payer revalidations, which option did you want to move forward with? Can you?
Leticia Stewart (10:48) Share your screen? Because I can’t remember, I don’t know what you’re saying to me.
Josh Brunell (10:53) Yeah. So this was kind of like, I think what we landed on and let me just share just to,
Josh Brunell (11:06) so this is updated. So when we met last, I think we had said that the payer revalidations, we had a 1,000 scoped in there… and I think you felt that we should be a little bit more conservative with that number and then just add at a later point if needed. So we reduced this down, removed the caqh management. So this is what the total would look like with this model in year one and then that implementation, that one time implementation costs that you just pay for in year one goes away in years two and three. So it’d be about 142 annually in years two and three. And then that, yeah, one six seven in year one.
Leticia Stewart (12:02) Okay.
Leticia Stewart (12:10) So the platform 1,800 doctors. And again… if it’s not, if it’s 1,700 doctors or there’s 1900 doctors, will the price just adjust per unit? Or like that’s? What I’m trying to understand?
Josh Brunell (12:29) Yeah, no, the price, the per unit pricing will not change. So like you’ll be locked in at this discounted rate. But what will happen though is you have the ability to spend can be reallocated across the different SKUs. So if you find that you may have, hey, we have actually either more or less providers that are on the platform. So essentially, this is like their, you know, license or subscription. That’s okay. We could always use that to do more enrollments, more revalidations, or vice versa, like pull any sort of like enrollment line item, demographic updates, revalidations, if they’re either unused and push them over to the other areas. And then the same goes for like out years like if you end up maybe growing faster in years two and three than you anticipated or like you can pull pulling out your SKUs as well. So think of it as like, hey, this is just like a gift card and all that we care about is like this is like a drawdown of from a pricing standpoint. So it doesn’t really matter how you get to this number. But anyways, that’s.
Leticia Stewart (13:52) but how would that work? If so say there was more or less doctors you’re saying we can pull from other areas. But those other areas, the pricing is different. So that doesn’t quite make sense. To me. The unit price is different. So I couldn’t pull from demographic updates because that unit price is different from the core platform price. So if I pull from there, so it doesn’t quite that’s why I’m asking, is it just a per unit? Like say we have that 54,000 would change less that number? Or if it was more, it would change based on that because if you use any of the other ones, they, it’s not equivalent.
Josh Brunell (14:34) I’m trying to… so are you saying, I mean, what we’re trying to say is like I’m trying to do some quick math here. Let me just say like I’ll… give you an example, say you end up doing more demographic updates than the 500, say you do, I don’t know 10 more for another 550 dollars… that 550 dollars can then be reduced from the other SKUs, if you would so essentially. And if you would like, if we get to a point where you’re burning over on everything, then we would pull from out years. And then if we get to a point where we know that we’re going to overconsume well before the contract ends, then we come to you and say, hey, based on, you know, we’ve been looking at this on a quarterly basis and we’ll meet with your team and have these meetings. We’ve been looking at this from a quarterly basis. You are on track to burn through all of these units of work prior to the contract being over. Let’s discuss what an early renewal looks like. And then work with you on a contract extension. So that’s kind of how we typically model this out. And if you feel like you want to be more conservative on even the medallion core platform like quantities we can’t we try to get as close to the pin as possible just so that you can take advantage of the overall discounts that are offered when you move forward with higher quantity totals. So, yeah, I hear what I hear what you’re saying it’s not going to end up being like an exact dollar amount if we decide to remove a 30 dollar line item and this is 55 and we add it right? There, there may be some variable variability there. And so we would just work with you as we would be burning like burning down on an annual basis to let you know if you’re over consuming or under consuming, so that you could either add more products. Because in this case, say you under consume and you want to maybe add like caqh management in years two and three to help with that. Like those are things that we can consider adding to the scope. If for whatever reason you’re not hitting your, the commitment that you have. So like there’s different mechanisms we can use.
Leticia Stewart (17:14) On the 1,800 doctors. Does 250 enrollments? Make sense for 1,800 doctors?
Josh Brunell (17:22) It’s pretty, it’s pretty low. But I will say this is for, this is for, like net new enrollments not like the renewals or revalidations, so that’s why this number is higher.
Leticia Stewart (17:35) Okay. So.
Josh Brunell (17:37) And you mentioned like growth is slower as far as new clinics and new providers you’re bringing on. However, you probably have current providers that may be starting at new care sites or locations. So like, and therefore needing to get different enrollments. So, we were very conservative. I think initially we had closer to 500 new enrollments and a 1,000 payr revalidations. I think this model is good because it helps you kind of start make sure, and like you’re achieving the values and outcomes that you are set out to achieve. And then from there, you can add on and you’re still getting, very good discounted per unit pricing that you, we would typically reserve for organizations if they had, you know, a 1,000 enrollments, on the proposal. So, yeah, just want to call that out.
Leticia Stewart (18:36) Okay.
Josh Brunell (18:39) So, I sent you the link to, our SLA, our master services agreement that’s just kind of like a foil plate that takes you to that website.
Josh Brunell (18:47) What I’ll do is I’ll actually put it on a document. So if you want to review it, share internally, if there’s any feedbacks or markups that, you, or questions that you have regarding the different terms, you can let us know. I’ll also put this proposal essentially on that agreement, will be an order form, so you can see this on the contract. And then from there, like happy to… schedule time with Drew, when ready or if you feel like, hey, he ends up signing off when you debrief with him. Maybe you and I can reconnect and discuss what the next steps in the process look like to go through like contracting, legal review, all that stuff.
Leticia Stewart (19:31) Well, yours is already legally reviewed, right? Because you already created it, so.
Josh Brunell (19:37) Yeah, I just didn’t know if this needs to get sent to, your legal counsel to review and sign off on before we execute a contract. So.
Leticia Stewart (19:46) We execute the contract and then what happens? You get assigned a implementation team or whatever.
Josh Brunell (19:53) Yeah. Let me pull that up.
Josh Brunell (19:59) I would say even as we’re going through the contracting process, we would get you already introduced to the implementation team. And just so we can go through… like what the process will look like in more detail and make sure that your team’s like ready to go. I know you have the aggressive kind of timeline of when you want to go live. So the sooner we can start doing some of that prep work, the better chance we have of hitting that timeline. And so, yeah, you’ll meet a few team members that’ll be dedicated to supporting your account. You’ll have an account manager. They’re more so like around like doing, you know, monthly or quarterly kind of business reviews to track like, hey, how are we doing against the outcomes that we had sought out, to track with medallion, engagement manager? They’re more of like operations. So like they’ll be experts on all things payer enrollment, payer processes, as well as even like the medallion platform, and think of them as like your post go live like key point of contact, all things medallion. During the actual implementation. There will also be an implementation project manager that will be more of like, a PM, or a project manager that will help navigate both resources on our side, set schedules as far as the meetings, and then get your team through the process, of implementation successfully. And then there’ll be a technical resource that will kind of step in and out of the process when needed to help with things like data migration from, you know, the several different spreadsheets that you have, how do we bring that over to medallion? And make sure we’re doing quality checks to make sure the data is clean and accurate prior to bringing over that historical data. And so they’ll be helping support that process as well as things, you know, any other kind of technical requests that you have during implementation. But it’s really… we’re intentionally giving you a lot of different resources that are specialized in the different areas just to make sure that we work through the implementation both quickly efficiently, but also do it the right way.
Leticia Stewart (22:18) Right. Okay. So yeah, if you can send me that information, maybe I can look at it, highlight some things for his review and maybe I can get him to just sign off on that, and then he could do his demo and ask his questions for anything he wants to add when he’s ready to do that.
Josh Brunell (22:40) Awesome. I will do that.
Leticia Stewart (22:42) I hope… yeah, I’m like don’t increase my scope. I’m not looking at that right now. I don’t want to talk about that. So, yeah… I wasn’t prepared for that comment. Yeah.
Josh Brunell (22:57) Bosses always love to throw a little last minute.
Leticia Stewart (23:00) Yeah, josh.
Josh Brunell (23:01) Knows. Yeah.
Leticia Stewart (23:03) So I’m like boy, so hopefully we can get this pushed through and get this started and we can go from there and always adjust and do whatever we need to do.
Josh Brunell (23:16) Awesome. I’ll get the agreement over… and, yeah, I’ll even just I’ll throw out, I mean, me and Nicole are fairly available end of this week and next week. So I’ll just throw out some availability. I know you’re going to be checking with drews and then we’ll accommodate based off of his schedule as well. So I’ll get that over to you. And then if there’s any feedback ahead of the meeting, just let me know via email of, hey, you know, what are the areas or questions that came up? So we’ll be prepared.
Leticia Stewart (23:48) Yeah. I know he wants to talk about the facility part when he gets on because he was asking me questions about that piece. Like… I don’t know exactly what the facility people do, but I guess it’s… kind of, I guess it’s similar but mostly working with the hospitals and it sounds like to me they, all they do is chase down the doctors to get their information. That’s what I hear. So.
Josh Brunell (24:18) Yeah, to submit like the hospital applications. Yeah, yep.
Leticia Stewart (24:23) They’re always chasing. I always hear, you know, you had a gap in your cover in your work history. You had a gap here. Where did you live? Where’s your driver’s license, all this stuff. And I’m like gosh, that sounds like most of their job is just chasing stuff to get them approved with the hospital. So, I know he’s he asked more about that side, but I would just be prepared to discuss any and everything.
Josh Brunell (24:49) Yep. I’ll have, so Sam will be back. I imagine by the time, we meet with your boss, I think she’s back tomorrow, so.
Leticia Stewart (24:59) Oh, okay. Yeah.
Josh Brunell (25:01) I will make sure that I’ll prep her ahead to be prepared to walk through when we do the demo, the facilities credentialing and hospital applications, and then, yeah, happy to support any other questions that come up too.
Leticia Stewart (25:15) Yep. Okay. Sounds good. Awesome.
Josh Brunell (25:18) Well, thank you, Leticia. I really appreciate the time as always and we really look forward to the partnership, and I’ll get this agreement sent over and, yeah, hopefully we’ll hear from you soon on times to connect and we’ll go from there.
Leticia Stewart (25:31) Yep. Okay. Thanks. Have a good day, bye.