Transcript
Philip Stefani (00:00) hey, what’s up now?
Noah Laack-Veeder (00:03) No, I just ate a peanut butter sandwich.
Philip Stefani (00:07) Just peanut butter or anything else? Just jelly?
Kirby Cole (00:11) Nice. What?
Philip Stefani (00:12) Kind of jelly?
Noah Laack-Veeder (00:14) None of your business… organic raspberries.
Philip Stefani (00:20) raspberries fire. I do love raspberry jelly. Probably my favorite. I would say.
Noah Laack-Veeder (00:26) Yeah, raspberry is pretty top tier grapes up there.
Philip Stefani (00:31) Grape is an undersung hero especially for like, I would never, you know, I’ll have toast with any random kind of jelly, but I would never do toast with just grape jelly. But grape in a peanut butter and jelly is like unparalleled.
Noah Laack-Veeder (00:47) What about peach?
Philip Stefani (00:50) Yeah, peach is okay. Peach and is apricot the one that’s similar to peach?
Noah Laack-Veeder (00:55) Yeah, both stone fruits.
Philip Stefani (00:57) Yeah, yeah. Kind of prefer apricot I think, but I’m down with peach.
Noah Laack-Veeder (01:04) Yeah, I’m.
Philip Stefani (01:05) down with peach. You ever, you ever have fluff on your peanut butter sandwich?
Noah Laack-Veeder (01:10) No, I’m.
Kirby Cole (01:11) not, I, no, I,
Noah Laack-Veeder (01:12) couldn’t I can’t justify it. It’s fire it is, but it’s so bad for.
Philip Stefani (01:17) You strong recommend a treat here and there, hey?
Noah Laack-Veeder (01:22) My treat is Jenny’s ice cream man?
Philip Stefani (01:24) Yeah, that works too. All right. We got Kirby in the waiting room. I’m gonna let him in. All right?
Philip Stefani (01:41) Hey, morning Kirby.
Philip Stefani (01:46) Hey, guys. How you doing good? How are you doing well, trying to stay dry? We’re getting some rain up here in Chicago. I don’t know about down there in st Louis.
Kirby Cole (01:57) Getting dark. Now, there’s like a little, nothing crazy. We’re just gonna get like the southern end of one coming through. So, not bad.
Philip Stefani (02:05) Yeah, I was chatting with some people the other day. It’s like we get those warm days early in March, but it’s really not the end of not the end of winter. We got some time to go.
Kirby Cole (02:14) Yep. Yeah, we’ll get fall. We’ve had fall spring like four times here. So, yeah, yeah.
Noah Laack-Veeder (02:20) Leaves are turning again. Can you imagine?
Philip Stefani (02:25) Cool. Well, we can get started. I know we got 30 minutes on the calendar. Does that still work for you?
Kirby Cole (02:32) Yeah, and just so you know, that data sheet, I started to work on it, it’s above my pay grade right now. But so we have… the credentialing team sits under me now, I have promoted somebody into a manager role who’s going to help me fill all that out. I just gave it to her this morning because I had to promote her first and I couldn’t promote her until earlier this morning. So I’ll have it done shortly,
Philip Stefani (03:00) Yeah. Okay. Yeah, we can chat through that. I’m like, no.
Kirby Cole (03:03) I can’t do this. Yeah, no.
Philip Stefani (03:06) No worries there. We can talk through the inputs that were needed. So we’ll go over that and then, yeah, just want to kind of align on once we have those pieces, what are the steps that would come after that? But we’ve also got one new face from the medallion side, so I want to do some quick intros. Is there anything else you, were looking to cover though?
Kirby Cole (03:22) No, that was the biggest thing is this I need to get, I need to get that done for you. And then the two managers on the credentialing team both know now that we are considering other options. You know, we’ve got a short window with our qgenda timing that we can make a change if we want to the three year contract is coming up. And so they are both aware that they will be engaged in this process. And then we will also going to add in… the person who runs our patient engagement center because she’s kind of the downstream impact of stuff. If they don’t get the information they need, then we’re not getting people assigned to the right template. So it’ll be the three of them and myself doing the big, the real demo and working through this thing. What I told the folks on my team that I want them to do is figure out what are their five favorite things about qgenda? And their five least favorite things about qgenda to help give you guys a baseline of what’s working and what’s not working, so that we can figure out if medallion can come in and continue to, you know, meet the level of service on those five good things, but also impress on the others that are gaps. So, one of the two managers loves qgenda. One doesn’t, I’m not tied to anything. So I don’t really give a shit. I just want it to work. So that’s yeah. So that’s kind of that’s where I am at. I just had to kind of get ducks in a row to get the team moved over and everything. So we’re we are moving now.
Philip Stefani (04:47) Okay, perfect. Yeah, I really appreciate that background and I know everything was up in the air with the team coming under you. So, yeah, happy to kind of work with that real quick. Then on, the qgenda piece, when is that renewal date?
Kirby Cole (05:02) I want to say the technical renewal date is November. No, it’s December 30 first. It auto renews October 30 first. So that’s really the date we got to back into is that October 30 first date?
Philip Stefani (05:16) Okay. Do you have to give them notice or anything?
Kirby Cole (05:19) That’s yeah, that’s why that, that’s the critical date for notice so that it doesn’t auto renew.
Kirby Cole (05:23) So sometime in October, we’ve got to let them know if we do choose to get to make a move. And then, and if we get, if we can get it out earlier, and get more time with the data, that’s fine too. But that’s the, that’s like the last chance opportunity to get out of it. So, yeah, okay.
Philip Stefani (05:40) Super helpful. Well, yeah, we can dive into it. So, yeah, real quick on intros. We’ve got garrison goodman, who I work pretty closely with on the sales team. He leads our org here. So I’ll pass to garrison for a quick intro.
Garrison Goodman (05:52) Yeah. Hey, nice to meet you. Kirby. Sorry for being late here but have connected with Phil a bunch also watched. I think one of your first or second calls, so pretty well versed on what you’re trying to do. So won’t make you repeat yourself there. But working with our largest customers and helping move over from solutions like qgenda and whatnot, but been here about six months or so, but better part of 10 years joining earlier stage startups and growing to later stage. So excited to be working with you.
Kirby Cole (06:20) Cool. Nice to meet you brother.
Philip Stefani (06:22) Perfect. So, yeah, just on the… input sheet that I had sent over, I just wanted to go through this and like I said, I kind of tried to fill out some of this based on the conversation. I fully anticipate like your credentialing team, they might have more data. So they might change what I put in there. But yeah, the number of providers and kind of number of locations. This piece is pretty straightforward. I did want to touch on one.
Kirby Cole (06:48) Thing on the number of providers. And so again, back to some of the confidential stuff we’ve talked about. What I did on that sheet is down underneath the 960. I kind of divided it up because there’s an ophthalmology division and an optometry division. And so from a pricing perspective, if the optometry division isn’t here anymore, it could be very different and I just want to make sure that you guys have that information but my teams cannot know that.
Philip Stefani (07:13) Okay. When you say the optometry division not being there anymore, like they would be leaving eyecare partners or what do you mean by that?
Kirby Cole (07:20) Yes, there’s a potential that we might sell them off. Okay? Got it. So, I don’t want to mislead you guys on the size and scope of the prize here, but I don’t know if it’s going to happen or not.
Kirby Cole (07:31) And nobody like there’s like 10 people in the org that know that this is kind of working behind the scenes. So that’s why I just want to give you both numbers that will add up to around that nine to 60 so that you guys can just kind of see what might change. So, there’s 300 ophthalmologists… and those typically take a heck of a lot more work.
Philip Stefani (07:51) And those are the ones that would be staying in.
Kirby Cole (07:54) This scenario, there’s also about 175 optometrists pas, and NPS who are also in the ophthalmology division that would be staying, okay? And then the other 550 or whatever are optometrists in the optometry division that may or may not still be here.
Philip Stefani (08:09) Okay. And what’s driving that move is that just like internal movement at eyecare partners? Yeah?
Kirby Cole (08:16) I mean, you know, our private equity sponsors had us for five, almost six years, you know, they’re looking for their exit and return. We are very unique in ophthalmology in the fact that we do have an optometry and ophthalmology division. Most of our competitors have just one or the other. And so, and we’ve gotten bigger than just about anybody else in the ophthalmology space because of the combined… company with optometry. And so it’s really just kind of the end of life for our relationship with partners group, which we all anticipated would be a three to, you know, three to seven year hold. And that’s kind of where we’re at now. We’re like, you know, right in the middle of that. So we’re just considering options to best so… that we can do the best out of this, the exit or potential exits as possible. And so, yeah, there are buyers who want just the optometry division and buyers who want just the ophthalmology division. And there are buyers that want both. And so we’re kind of going down all those paths sort of at the same time. But for this conversation, I just, I want to make sure that you guys like I don’t want to get you too excited about a 1,000 doctors if they might only need 500, I guess is what I’m saying. It’s still a.
Philip Stefani (09:25) Lot, no, 100 percent. I appreciate the clarity there, I guess as it relates to like how you guys divide out this credentialing work today. I know you mentioned there were like eight folks doing the ophthalmology credentialing, eight folks doing the optometry credentialing.
Kirby Cole (09:40) It doesn’t change that. Okay? All right. That’s what I wanted to say because the ophthalmology group is doing the MDS and the optometrists, and the optometry division is just doing optometrists.
Philip Stefani (09:49) Okay. That is helpful. All right. I think we’re good there, Noah, did you?
Garrison Goodman (09:55) Have any, I just had one quick question Kirby, you know, thanks for, you know, telling us what’s going on with the organization as you think about like solving credentialing and getting it more efficient faster. How does that like play with the larger strategic initiatives at hand?
Kirby Cole (10:10) It is a huge issue of opportunity for us. I think we’re leaving dollars on the table every day from doctors not having credentialing sooner. So it doesn’t change the need for this initiative or the fact that, you know, my job now is to identify and… fix whatever is going on in the credentialing process like that’s. Still what I have to figure out if it’s optometry or ophthalmology, only, it doesn’t change. I still got to get it fixed. So.
Garrison Goodman (10:39) And kind of on the, what I’ve heard from other companies like look if I can get doctors in, they’re making dollars faster, more revenue per doctor, increases my enterprise value from potential, you know, buyers and segments of the business. Is that at play here as well and driving some of the energy? Okay.
Kirby Cole (10:58) Yeah, 100 percent.
Garrison Goodman (10:58) All right. Thank you. Yep. Perfect.
Philip Stefani (11:02) So, yeah, the only other piece I wanted to cover on these inputs is I know we had talked about like claims denials that you’re seeing from credentialing errors, claims that are stuck in Ar, due to credentialing. I just wanted to flag like sometimes this information is like not housed with the credentialing team. It might be like repcycle. I think you mentioned cred was coming over from repcycle. Yeah.
Kirby Cole (11:24) I’ve got half of that. Yeah, I’ve got one report on that. I’ve got the optometry one already. I just haven’t had time to look at it yet, but I have like I had to sit in on a denials meeting last week. So I have half and I’ll get the other half from Andrea here in just a little bit. Okay? Perfect.
Philip Stefani (11:39) So, yeah, those are the elements I wanted to flag, but did you have any like specific questions based on the once over on this about what we’re needing? No. Okay. Yeah.
Kirby Cole (11:49) Here, and we’ll get it filled out here shortly. Okay?
Noah Laack-Veeder (11:52) Yeah. And then Kirby just kind of thinking through that next step. It sounded like we want to enroll kind of the pro qgenda resource and the person who doesn’t like qgenda, I guess like thinking about the broader opportunity that we talked about last time credentialing and enrollment being consistent opaque sequential the delays in billability, unreliable reporting and that lost revenue like software aside. Do you feel like both of those individuals are aligned that, that’s an opportunity? You don’t.
Kirby Cole (12:25) think so. So. I think that they’re aligned that there’s an opportunity. I think they’re not aligned in the fact that we’re going to settle on one process. Oh, okay. They do things very differently. And for me, I can’t I don’t want to learn two different processes. Like, so I’ve got to get them doing the same things. And I’ve got to get them both understanding that the system is the system of record and stop doing shit in smartsheets and excel and everywhere else like this is the, this is our, this is the truth, this is our source of truth report out of the source of truth, don’t take things out of here and put them in excel and risk F ing them up, use the system. Yep. So like two different processes right now, one is way better at getting things in the system than the other?
Noah Laack-Veeder (13:06) And is the kind of who are these two people’s names just so I can kind of like get, so.
Kirby Cole (13:12) Andrea is the new manager over the ophthalmology team?
Noah Laack-Veeder (13:15) Is that? Andrea?
Kirby Cole (13:17) She is pro qgenda? But not averse to something different as long as we can prove out that it’s better. And then Casey is over the optometry team and she is anti qgenda, but also wastes a lot of time in smartsheets.
Noah Laack-Veeder (13:34) Okay. Well, it kind of sounds like we’re in kind of a win situation. Andrea likes qgenda but it’s like she’s just good. So she’s getting her work done. Casey’s like I don’t like it. She might identify things around the software that makes her job challenging, which kind of makes our life a little bit easier, but like kind of orienting towards a solution. Sometimes what I’ll do with organizations like this and you kind of helped me understand what you think might be best. But if we’re trying to align them that like, hey, we’re going to be a single system. They can both use. It’s. Going to add value to both of them, you know, and you want them to align in a single process. We can obviously do a demo. But sometimes what I like to do is just be more technology agnostic and just say, like this is what this process looks like with medallion. Like, do you have any coaching or advice for us on how to kind of work with these folks to be more willing to accept the change? I.
Kirby Cole (14:34) don’t want to ask you for a ton of work but it might be interesting, you know, how we kind of whiteboarded through what I thought the process was. Yep, it might be really interesting if you met with them separately and whiteboarded that out. Okay? Because then with your level of process, I think that would also help us identify variance and breakage that they’re identifying that I can’t give you guys. But I think by doing it separately again, I hate to ask you for two meetings. It gives.
Noah Laack-Veeder (14:59) You, no, that’s fine. I.
Kirby Cole (15:01) Think it gives you the story that we’re trying to solve for better. Yeah, because the overall goal is really better process faster times. I don’t give a shit about sales. I’m sorry about smartsheets and all that stuff. Like I’ve got to get it all roped in. Yeah. So if that works for you, I think that’s probably a good way, then we can meet again and say, okay here’s the opportunities and I think that’d be fine. But again, I don’t want to cost too much work, but that’s what I would, I think that would give you what you need the most.
Noah Laack-Veeder (15:34) Yeah. You don’t have to worry about my thing. So let’s say we have these two different meetings like do you again, I think like if it’s in a if you’re kind of the executive sponsor here, the leadership sponsor and you’re saying like, look, we’re going to do this like that can help us just progress these conversations faster. So, would that be an instance where like not adding more work for you? But would you be happy to join those two calls just to kind of course.
Kirby Cole (16:02) Yeah, no, I want to join because that’s going to also, I don’t know what to ask or not to ask. And so, since this is in your wheelhouse, I’ll be able to just kind of sit and pick up things and learn on the way. So it’s equally beneficial for me.
Noah Laack-Veeder (16:17) Yeah. And like because… I think you and I and the team here are aligned on kind of this general problem statement. Yep. I guess I’m just trying to ask this like directly without kind of like sounding silly. But do they agree that this process isn’t good today or do you feel like they think things are going well? I.
Kirby Cole (16:43) Think that they both agree that there are areas of opportunity to get better. I don’t feel like they’re as open to the feedback that is out there in the world. If you ask people, if you ask our doctors and our operations folks, they say credentialing sucks. If you ask credentialing, they say we’re great somewhere in the middle of that is the truth. I lean towards a lot of opportunity to still do things better versus that we’re nailing life right now, yep, and it’s their work product, right? It’s how they identify. So nobody wants to say, yep. I agree. I built a shitty process. So it’s also being delicate and trying not to, you know, in my first week of having them being like by the way everybody thinks you shit.
Noah Laack-Veeder (17:25) Yeah, exactly. Yeah. I mean typically, how I handle these conversations is like look if they think it’s going well, like I want to just understand like what going well means like going well can mean in the industry that things take like 120 150 days because they don’t know how long it takes a medallion to do this. They don’t know how long it takes when things are automated. They don’t know how much work we’re taking off their plate. So if I get to know them a little bit, understand that and then kind of just show, hey like this is what that future looks like. I think that could be a nice approach to either of them. And then ultimately, what we can do is if we have kind of, this is what the current challenges were that we’re trying to solve for and we’re going to unify it. Like ultimately medallion is going to be that single platform. You’re going to do everything out of that. And I think a lot of that work they’re having to do outside of qgenda is just going to be done in medallion because it’s automated, right? Like if they’re having to track payer follow ups, for example.
Kirby Cole (18:23) We are, they’re.
Noah Laack-Veeder (18:25) probably doing that in spreadsheets. Yep. They’re not going to have to do that anymore, right? Yeah, automatically. So I think we can kind of treat these as selling… motions like you think there’s not a problem. Like let’s talk through that, like what are the opportunities? And then we can kind of move from there. But if we can kind of, I guess from your opinion like best case scenarios, they’re both aligned and they’re like, yep, this is great. We want to move forward in the case that they’re resistant to change. I wouldn’t.
Kirby Cole (18:51) give a shit honestly like ultimately and I know that sounds bad, but I’m not a micromanager but I am a decision maker, yes, if you and I, and Pam who is going to be very instrumental in this decision making process too, if we think this is the best solution and I go to my boss and he wants to see it and thinks this is the best solution. And he was on the team that selected qgenda, then we will move forward regardless of their feedback, I mean. And if they’re not on board like with some of the changes that have to happen, like I don’t want there to be changes but I’m aware that might have to happen. And so ultimately, if we come up with a solution that kicks ass and is better than what we have today, even if they both tell me that they hate it. Like we still probably will March forward. Which leads me to my second point around that. And I know one of the things that I think we’re talking about potentially is some… support. I don’t like the word offshoring but like, you know, some help in that place too. One of the two managers specifically asked me if the plan was to try to cut headcount, and I said no… my original thought is that we could use outsourcing as additive when we have, you know, right now we’ve got 30 residents and fellows yet we have to get all done in a very timely fashion. And so in saying that, I feel like I was truthful but also if we come up with an idea that a consulting model makes more sense also. I’m not averse to that as well. Like I’ve got to do what’s best for ecp and our providers and our business. And while I like these people, I have to do what’s best for ecp and where we’re trying to head. And so, I’m sharing that to say I would steer clear of any of that offshoring consultant type conversations in those conversations along with sort of the potential changes to the org. But those are things that I would consider again if we make the right case for these things. And, you know, we can find people to do it better smarter faster than what we’re doing today. That’s what I’ve got to focus on.
Garrison Goodman (20:51) Yeah, that’s helpful. And I think we have a pretty strong talk track around like look like it’s no different. You mentioned Salesforce, someone who’s a Salesforce admin, they’re always going to have a job, right? Because you need to run Salesforce, if you know how to use medallion and you can impact across onboarding… credentialing, enrollments, and management, reporting and forecasting jobs. You’re always going to have a job. We won’t put it quite like that as much as like, hey, we’re going to develop and you do a superstar and you’re going to be able to be technology and.
Kirby Cole (21:19) that’s exactly the approach that I’ve taken with both of them is like help me help you. And I can show them so many use cases of all the other teams that have come under me over time that have been promoted multiple times, growing their teams, growing their purview, growing their money. And that’s what I’ve told them both is you guys can get on board with these ideas. Like my commitment to you is to get you making as much money as I can get you to. So let’s do it together.
Garrison Goodman (21:40) Cool. Okay. Appreciate the guidance there yep.
Noah Laack-Veeder (21:44) And just on the line kind of on the roadmap here. So it sounds like we’ll get those two meetings on the books with you involved, and then kind of that’ll inform what we think this future stage should look like, and then make sure that ultimately you as a decision maker is aligned on that. And then it sounds like after that, the next steps would be presenting to your boss. Yeah, I.
Kirby Cole (22:06) presented those two and Pam and me how okay we’ve identified the areas of opportunity. Now, let’s walk through the demo to see how we’re going to solve those areas of opportunity. We’re confident Pam and I are aligned. This is the right opportunity. We might make you do one more mini demo to show Andrew who’s my boss, why we are confident in this partnership… but he is going to lean on the input from the four of us as primary decisioning… yeah.
Garrison Goodman (22:34) And sorry, what are Andrew and Pam’s titles? So.
Kirby Cole (22:37) Andrew is our chief administrative officer. Okay? So I am technically in HR. So HR roles. And now we don’t have a CHRO, so we’ve got a tier that we each kind of lead half of everything in HR. And then Pam is our vice president of the patient engagement center. So she owns the call centers. Okay? And so her team’s work can be negatively impacted because right now, what we’re doing is we’re updating some spreadsheet that says, yep, I’m credentialed in this location. And if they mess up that spreadsheet, her team can’t put patients on the schedule because they’re seeing that they’re not credentialed. And so we had this popped up a couple of weeks ago where a doctor was going to a new location. They’re pulling patients off of her schedule. She’s credentialed. We’re losing money and we’re like what the fuck is going on?
Garrison Goodman (23:31) Okay. So that,
Kirby Cole (23:33) is why Pam’s team is critical because that, downstream, what can we see in the tool? Because in a perfect world, what her team would like to do is have a login and go in and say, okay, I see dr Joe, yep, dr Joe, because this is the source of truth. I can see that dr Joe is actually credentialed at tec and we’re good to go. So stop bickering around and get patients on the books.
Noah Laack-Veeder (23:55) So it sounds like increasing patient access is also.
Kirby Cole (23:59) If you use those words around here, you’ll win because that is what our new division president talks about every day, it’s improving patient.
Noah Laack-Veeder (24:06) Access. Okay. Yep. And so,
Kirby Cole (24:07) that is the buzzword that we talk about every day. Okay. And,
Noah Laack-Veeder (24:12) how are they thinking about it? Are they like obviously seeing more patients? But if we kind of talk about revenue acceleration things like what’s the messaging that resonates well. So.
Kirby Cole (24:22) That’s where I think Andrew, Pam and I are coming at this from a different perspective. We understand what one day of a fully credentialed doctor costs us. I feel like the credentialing department should be more like a sales and bonus department where they’re actually motivated to get shit done. They do not care. It feels like they are not focused on that bottom line piece of what we’re trying to do here. And that bottom line piece, if we can show increases how I’m going to be able to get them more money. And so if we can tell part of that story through this to help them understand every day is important. I’m hoping it will help us get through to them that this is why we’re doing this.
Noah Laack-Veeder (25:00) Okay. Thanks.
Garrison Goodman (25:02) Andrew, is there any I was gonna say? Is there any additional considerations outside of the ones you shared your goals that he might be considerate of?
Kirby Cole (25:14) Our operations team might want to see it just for, you know, like leadership might want to see it, but, I would, I’ll ask that question before we do something with Andrew so that we’re not doing multiples. Okay? I would just have, I would combine that with, hey, who else in leadership wants to see this before we make a decision? Yep that way we’re not wasting. Okay, 15 demos and spinning circles, yep. And.
Garrison Goodman (25:36) Kirby, I can kind of like sense the urgency behind fixing this. Curious like, what comes after fixing this? Is there some other initiative that you’re you want to get back to or focused on or, you know, kind of what, what’s the win for you?
Kirby Cole (25:50) Well, the win for me is learning credentialing, right? I mean, I’m a recruiting person who now owns all things recruiting, all things onboarding, minus credentialing. So, I own the pre credentialing. So it’s sort of, the packet getting put together that’s under me now. So it’s just, this is a good growth for me if I look at it opportunities in the world, especially in more normal healthcare organizations. It’s pretty common for this to all be combined. So, I’m getting to learn which I love to learn. I’m a huge nerd. So I get to learn new stuff, play with new technology and that just that keeps me happy. So.
Garrison Goodman (26:20) Yeah. Okay. Well, our commitment to you will be to work on a business case jointly with you. When that makes sense. We, you know, we’ll stand behind and you can stand behind and we can say like, hey, this is worth us, you know, really spending our time on and then to, you know, having the conversation with your team navigating that appropriately and making sure that, you know, we’re aligned in the ways that we need to offline, but also in front of the other team operating in the best way forward.
Kirby Cole (26:49) Just know that our organization does not think this is going well. And so, yeah, we have a lot of latitude right now, to make it go back. Yep.
Garrison Goodman (27:02) Okay. And we’ll do it the right way and then kind of third is trying to get a sense of maybe your timing for all this so that we can go as fast or as slow as we need to based upon how you think the org wants.
Kirby Cole (27:17) To offer. Yeah. So if we think about it, we’re on the hook with them through the end of the year, got to get a decision by October first to give them that notice. And then I would just say, I don’t know what the implementation timeframe looks like. So if it’s 90 or 120, we’ve got to back up from January one to be ready to go before then that’s really the big that that’s the qgenda auto enroll was really the biggest factor. And then second is then how does that relate back to implementation? So we’re ready to go, yeah.
Garrison Goodman (27:50) Okay. That’s helpful. All right. I think that we’ve got a good sense of what we need to do. Now. We obviously need some more inputs to build a business case. We’ll run that by you, we’ll workshop.
Kirby Cole (28:01) That I’m working on those now. So she’s Andrea’s in more meetings than I am every day. So we’ll get them. I’ll get them over to you as quick as I can. And then I’ll send an email. Should I send it to you, Noah or somebody else or do you feel for scheduling the calls with those two?
Philip Stefani (28:18) Yeah. If you want to send it to our thread, we can get that scheduled.
Philip Stefani (28:22) Yeah. And if you want to include Andrea and the other individual or we can just schedule it with you whatever works best. When were you thinking for those demos? I mean, we have availability later this week but could also go next week.
Garrison Goodman (28:35) I was also thinking Kirby, is everybody centrally located? No. Okay. Oftentimes the whiteboarding sessions and demos go well if we can block out an afternoon, but if there’s no on site with you guys?
Kirby Cole (28:51) No worries. No, I’m on site in st Louis, but Andrea is in Michigan. I think Casey’s here in town but she never comes in. So if we ever got to that point where we needed a whiteboard to bring the team in, I’m fine with that. I don’t think we need that quite yet though. Okay. All right. Let’s get through those conversations, see what you think, and then if we need to do it, it’s totally fine. Yeah.
Noah Laack-Veeder (29:13) So, what next? I mean, I’m excited to get working on this because I think there’s an incredible opportunity. Like, is that something that we want to start having these conversations early next week?
Kirby Cole (29:22) Yeah. Let me, I’m looking at my calendar. Sorry, I’m not ignoring you guys. I’m trying to figure out what my calendar looks like this week because it’s shitty. How about you? How about this? Why don’t you guys send me your availability for?
Kirby Cole (29:43) Tomorrow and Wednesday afternoon, Friday? I’m taking off. I got, I’ve got some time those two days and then early next week and then I’ll email them and tell them what I’m doing and I’m just going to put them on their calendars. I don’t even need it. I’m not even going to email. I won’t even email unless you want to say anything to them like I’m just going to tell them get ready.
Noah Laack-Veeder (30:02) No, yeah, that’s fine. I think like you kind of said leadership steering is really going to help this, so.
Kirby Cole (30:08) Yep. Yeah. So if you guys just want to send me that, I’ll look back it up into their calendars and we’ll get something. We’ll get them on the books and as quick as we can.
Philip Stefani (30:16) Sounds good. Yeah, we’ll share some times and get those calendared. Anything else? I’m good. All right. Well, Kirby, appreciate the time and looking forward to next steps here.
Kirby Cole (30:28) Great to meet you. Thanks guys. Take care. Thanks so much.