Transcript
Noah Laack-Veeder (00:00) hello?
Taylor Ryan (00:01) Hey… all right, Ryan’s in the waiting room. Do you want me to let him in or you need a minute?
Noah Laack-Veeder (00:08) Get him in. All right, cool.
Taylor Ryan (00:15) Hey, Ryan.
RyanTucker (00:19) Hello. How are you? Good?
Taylor Ryan (00:21) How are you? Thanks for joining?
RyanTucker (00:22) Doing okay. Yeah.
Noah Laack-Veeder (00:24) Nice. Just okay. Ryan.
RyanTucker (00:27) It’s been a week. Let me tell you.
Noah Laack-Veeder (00:30) Well, hey, it sounds like across the board, it’s been a week. You know what? Ryan, what’s the best part of your week so far?
RyanTucker (00:37) The best part is the fact that it’s raining right now and Utah’s about the driest it’s ever been. So, I’m very excited about that.
Taylor Ryan (00:44) That is good. Yeah.
Noah Laack-Veeder (00:46) We like drought prevention. Yeah.
Taylor Ryan (00:48) Where are you in Utah, Ryan?
RyanTucker (00:50) I am in, well, if you imagine salt lake city, I’m about 45 minutes northwest of salt lake city. And for those who don’t know, Utah is a, how to describe this hydrologically locked. So, all of our water comes from nearby water bodies in the form of snowfall or rainfall. In this case. So, if we don’t get snowpack on the mountains or get rainfall up in the high country, we don’t have water as a municipality group. So, anytime it’s raining about this time of year, we’re endlessly grateful because we had record low rainfall.
Taylor Ryan (01:30) Totally. I know this season has been super tough for the west. I lived in the lake tahoe area for four years and obviously there’s a large body of water there, but I know what it’s like to be tracking the snowpack and the rainfall to fill the reservoirs. So, glad that you guys are getting rain. Happy to hear that, yes.
RyanTucker (01:50) Yes, me too.
Taylor Ryan (01:52) Man. Cool. Well, do you, I know that I put the other folks on as optional. Did you hear from them? Do you think they’re going to join or I do.
RyanTucker (02:03) Not.
Taylor Ryan (02:04) We get to get started. Okay, cool. Yep. All right. Well, I think it’s just the three of us. Yeah, we told garrison that he could also join the next call and just leave it to the three of us for today… but let’s see just pulling up kind of our call plan here. I think that Noah is probably going to be doing the majority of the talking today.
Taylor Ryan (02:27) So I’m just, yeah, I mean, Noah, do you want me to kick things off or do you want to just take it away?
Noah Laack-Veeder (02:35) Let’s rock. So, Ryan, I was remembering the word that you used last time, the interoperability of us with everything else. And kind of broadly speaking, I think the general theme has been like, you know, we don’t really want to talk about the current state as much kind of exploring what the future state is and kind of interoperability to me means how can we get the medallion credentialing data to inform downstream systems like scheduling or billing and others as well? And so really, I think the goal for today is to just understand a little bit more about what your kind of wishlist would be from an interoperability standpoint, given kind of I can even briefly recap medallion a bit so we can leave the call and I can give you more or less a, what I call a system diagram that can illustrate. This is what medallion has. And this is how we think like what data needs to flow out, and we could even talk about methods if that makes sense. So, does that sound like a good plan for the call?
RyanTucker (03:37) Sure. And I can even start from a somewhat higher level. When I mentioned the word interoperability. I’m not saying it from a strictly ones and zeros standpoint. The goal of interoperability here is, hey, if we can plug into Salesforce as a perfect example. That is absolutely ideal. Thinking about paycom. Okay. We have a new provider. It would be cool if medallion can communicate bilaterally with paycom. To say, yep, here’s, a new provider. Bang, it flows right into the flow. The operational process. Same thing with… our emrs. A use case I can imagine is we have a provider out in the field and they’re documenting as soon as that charge capture is retained and a note is drafted. Somehow, medallion has a capacity to look into our emr and say, hey, dr smith isn’t actually credentialed over here. We need to put a hold on a lot of this until we can satisfy that need. I am agnostic as to what that process might look like. But ultimately, that’s the goal is to remove the very large pitfalls that we have in our current process.
Noah Laack-Veeder (04:50) Yeah. So it’s kind of like if I was to, I mean maybe oversimplify it would be, we want to focus on how issues are getting caught. So things like providers, seeing a patient without being a network. And I think, from the initial standpoint, an issue could be look, we already have this data in a system. Can we just make sure we have it? So we don’t ask a provider for the same thing twice? But so are those kind of the two areas generally that we’re trying to focus on? Yeah.
RyanTucker (05:20) Absolutely. Just generally improving the operational workflow of our current solution which is decidedly manual.
Noah Laack-Veeder (05:29) Yes. Okay. Ideal solution obviously is robust integrations everywhere. Everything’s immediate. Could you let me understand a little bit more about like the kind of the technical resources that you all have available right now? It’s.
RyanTucker (05:45) minimal. From a CE standpoint, it is minimal a credentialing enrollment group. When I say CE, that’s what I’m referring to. They heavily utilize Salesforce and verifiable that… solution Salesforce and verifiable are integrated… tasks, light management feedback, things like that. From there, it becomes a completely manual process. We’re spinning up our CE team on our ticketing solution right now as we speak to get better visibility into their daily activities, help them stay organized. Things like this. We have halo not really relevant to the conversation here because it’s people. But anyway, there it is heavy leveraging of excel and email notification… that’s really the primary use cases of all of our technology from a CE standpoint outside of C. E, we are a completely Microsoft cloud organization. We do have a SQL, azure SQL data warehouse that… if something beeps, bops or boops, it needs to be deposited in a database. In the data warehouse. From there, we go through semantic layering and into Power BI. From a HR standpoint, everything is in paycom. If it’s not in paycom, it didn’t happen for HR. We do have some on Prem infrastructure but that’s being steadily phased out… on the part of lumina, I’ll be perfectly blunt. I’m not sure what their stack looks like. If I was to guess, it’d be manual as well.
Noah Laack-Veeder (07:36) Okay. So what I’m hearing is we have some tools today from the tools you mentioned like verifiable, for example, I’m not sure how up to speed you are on credentialing softwares. I’m not bashing it better. Just the truth is verifiable automates things like primary source verifications. But then when it comes to payer enrollment, all of the work like filling out applications, doing payer follow up, the things that are most resource intensive aren’t being automated. Yep. So you’re nodding, yep. And that’s as the team has talked about where things fall through the cracks, things get missed, things get delayed. And as you were talking about in terms of this like interoperable solution, look if you’re not getting providers enrolled, it’s not going to matter if it’s integrated because it’s going to get rejected anyways. Right? So ultimately, where medallion sits is all of that resource intensive work that needs to get done to get your providers billable. We automate and get that done. And so with that kind of as the layer, let’s start talking with pictures and kind of put together one.
RyanTucker (08:53) Thing I’m going to bolt on that was a recent discovery is we have over 100 unique portals that our CE team currently manages.
Noah Laack-Veeder (09:01) 100 unique portals. Yeah. So that is really portals. I’m guessing what you mean is something like pay calls for medicare medicaid, portals, commercial portals. Yep. Okay. That’s yeah. So I mean let me ask you this, like and I don’t think I got to get to know you as good at the last call. We’re like how do you interface with the CE team today? Like where do you kind of sit and fit in that process?
RyanTucker (09:33) The best way I could describe it as a blacksmith, it is my role and responsibility to develop the tools and techniques to help better improve efficiency with the organization. Perfect example is the ticketing system. This was identified back in December that we have a major weak point of operational efficiency in this space today. And I’ve been working with the CE team to develop a ticketing solution that’s as automated as we can deliver assigning tickets and duties and things like that within the ticketing system to accommodate that beyond that, at an operational level, I have some loose familiarity just by way of me working with the CE team, but that’s about it.
Noah Laack-Veeder (10:15) Yeah, that makes sense. So just so I’m the blacksmith thing was funny. I just imagined you in this old medieval town and just shaping a big sword, right? Kind.
RyanTucker (10:28) Of how it feels sometimes.
Noah Laack-Veeder (10:29) Yeah, exactly. And you’re using a hammer, but instead of the hammer, you’re like we need to be using something better when you talked about operational efficiencies. When I think of credentialing operational efficiencies, I’m thinking around getting enrollment dates faster, fewer resources, fewer systems like when you’re thinking about this being a success for you, like what is a successful project? Like reducing the number of systems, increasing the number of integrations? Like I just love to hear what that sounds like to you. Yeah.
RyanTucker (11:03) The number one is no dropped enrollments. I mean, that’s literally a number one is no dropped enrollments. The scenario Brooke mentioned is very real for us and it was very painful with.
Noah Laack-Veeder (11:18) The dropped enrollments was real and painful, you said?
RyanTucker (11:20) Yes, where a provider was sent out for coverage and that provider was not enrolled in the area that they were operating in. Though, from a licensing standpoint, they were completely fine. They weren’t enrolled. So we lost a significant amount of revenue because they were not enrolled in that spot. Lots of backstory around that. But that’s neither here nor there. So.
Noah Laack-Veeder (11:43) That’s.
RyanTucker (11:44) a number one… beyond that, I’m looking at the ticketing system as it’s currently developed. And there’s over 212 open tickets inside of this portal. Right now, there’s four people managing that and they’re drowning. So we need to be more efficient in how we manage these tasks, keeping things up to date, keeping other groups informed. If recruiting brings on a new provider, it hands it straight to HR and it prudential enrollment. If they’re not in that position right there, they may not be able to start. And in some cases, we’re looking at 30 60 90 days. So we want to shorten that window as well. So when a provider gets brought on board, their time to start billing is much shorter… we want to.
Noah Laack-Veeder (12:38) Catch.
RyanTucker (12:38) scheduling issues such as I mentioned before, with Bakersfield, we want better visibility. Well, who’s enrolled and where, and who can cover here? Who can’t cover here? Bring all of that to the forefront in Salesforce. So, if we have dr smith covering for dr tang, then I need to know that dr smith can cover dr tang without having to wait three weeks for CE team to come back to us with a yay or nay. And in that point in time, we’ve already lost the visit encounters.
Noah Laack-Veeder (13:13) Yeah, that makes sense. And the tickets you’re talking about are they, because when I think of the tickets in the world of CE, it would be like we need this provider to give us this data point. We need to follow up with this payer because they reached out to us. Is that like, what is that what the tickets represent today?
RyanTucker (13:31) Yeah, I can even share it with you. Oh, that’d be great. So you can have a full. Okay. So, Nir, I’m seeing you. So this is where we’re at. Currently, these are just tickets that are sitting in the board not operated on. And these are.
Noah Laack-Veeder (13:46) assigned to the CE team to like to complete to.
RyanTucker (13:50) Complete. These are 99 percent of the time. These are email notifications that come into a mailbox from these disparate portals. Wow.
Noah Laack-Veeder (13:59) Okay. These.
RyanTucker (14:00) Could be notifications coming from Salesforce here’s. A notification, a perfect example from our provider support department that… there is a time off request. I mean, you get, you know, we’re looking at coverage here. We are, we’ll update coverage plan once secured. So this is the kind of stuff that the CE team needs to be better aware of and managing here’s, a Dea renewal coming from… looks like a provider. Yeah.
Noah Laack-Veeder (14:36) And it sounds like if someone doesn’t act on this, it just doesn’t get done. Yeah.
RyanTucker (14:42) The records don’t get updated. Now, to the credit of the current situation, this team is operating inside of this mailbox literally an outward mailbox. So this is an exploded view of said mailbox… here’s. An anthem newsletter. You know, maybe this is something we care about. Maybe this is something we don’t care about. This is the kind of stuff that the team is bombarded with on a regular basis and things are getting lost. Things are getting dropped.
Noah Laack-Veeder (15:12) Yeah. I mean, does this team have like other responsibilities besides just this mailbox or is this their primary focus?
RyanTucker (15:19) Primary focus is the mailbox. I don’t want the mailbox to come across as like the guiding light of everything, but this is the lightning rod.
Noah Laack-Veeder (15:29) Got it. Yeah. Okay. I mean, this is extraordinarily helpful because what I’m seeing is, and again, like if your goal is to make sure that no enrollments get missed… there’s going to be a series of steps that we have to do. Some of them are going to be much more resource intensive than others, right? Yep, the most resource intensive pieces as you’ve demonstrated in this mailbox is going to be things like identifying gaps in provider data, and then having tasks to inform what we need to do next. The other piece would be the actual QA of applications. Like are we qaing these enrollment applications, making sure that they’re valid and spending the time to do that there’s the payer follow up. So, if you have 100 enrollments and you need to follow up with 100 payers, how are you going to do it? You have to pick up the phone 100 times to do it. It’s just a very large effort. Yes. And then there’s the status tracking piece. If everything’s manual, someone actually has to track the status and that just adds up. And if you pair that on top of the mailbox that you’re showing me, it’s just sounds like we don’t have the resources to manage it all, which can lead to things like enrollments being dropped, which we know is going to have downstream impacts to the business, right?
RyanTucker (16:46) And the last bolt of that sinking ship is needing to get all of that information back into Salesforce so the field team can operate on it and plan their work live accordingly?
Noah Laack-Veeder (17:00) Yes. And how is that being done today? Is it just someone updating it or is it being updated? Yeah?
RyanTucker (17:05) Is it being updated is a marvelous question. But if it’s being updated, it’s being done manually.
Noah Laack-Veeder (17:10) Okay. So ideal solution from your end would be have a tool automate the resource intensive steps, do it with high quality export data to other downstream systems. So that enrollments are completed correctly, revenue is recognized and people aren’t seeing patients when they’re not supposed to. Is that kind of like a general?
RyanTucker (17:34) And surfacing issues quickly, yeah, you know, something that medallion can’t handle or isn’t equipped, isn’t programmed to handle that needs to send up so many flares. My eyes are blinded. Yes, that’s the level of things we want because while the providers are the front line for us from a revenue standpoint, credentialing and enrollment are the ones writing the checks. Yeah. So it’s one and then immediately the very next thing.
Noah Laack-Veeder (18:01) Got it. And remind me, have you seen you’ve seen a demo of medallion, correct? I think.
RyanTucker (18:08) I saw a couple of clips, but I haven’t seen the full scale demo. I kind of get the idea.
Noah Laack-Veeder (18:14) Yeah, because I’m just because here’s what I’m because I think I’m trying to, what I’m trying to do is like try to give you what you need to feel confident that we’ll be able to address those things. So, what would be most helpful for you to feel confident that medallion would be able to solve for these different challenges? A?
RyanTucker (18:38) Simulated workflow describing those handful of scenarios we’ve just gone over like our main pain points?
Noah Laack-Veeder (18:43) Sure. Yeah. Let me, so, yeah, let’s do that. And then I also do want to talk about the integration layers that we can do. But yeah, let me, I actually think it might be best just to show you the process and then we can go through a demo to kind of illustrate that process. Okay? And then we can go from there.
Noah Laack-Veeder (19:11) All right. Here we go. All right, Ryan, can you see advantage wound care on your screen? I do excellent. It’s a lucidchart. I got it a lucidchart. Are you a lucidchart fan?
RyanTucker (19:26) I am good.
Noah Laack-Veeder (19:27) Me too. We can bond on that. I wish I could track my thousandth lucidchart, but I think this might be like 2000 anyways. This is the medallion process flow, and I do want to overlay how we prevent some of these errors happening. So there’s this first piece of data being collected from a provider. Okay? So I actually want to come, I want to start there. So I’m sure you’re familiar with caqh?
RyanTucker (19:55) So,
Noah Laack-Veeder (19:56) our approach with medallion is when someone’s hired or we need to get data from a CE perspective. Let’s see if we can auto import caqh data because I don’t want to just like give… a provider a blank slate and say, fill this out. Let’s pre populate it with information that we can use. Great. We’ll auto, send an email to a provider saying, hey, all you need to do is click, get started. If you do, we’re going to auto import all of your information from caqh. So already, what we’re doing here compared to a lot of organizations is streamlining around 80 percent of the data collection, right? A lot of organizations I work with that may have manual processes. You’re having providers send you the information that they’ve already put in potentially three different systems. We’ve put that into one, right? If there are gaps, what sounds like could create a ticket for your system. Today will be automatically put into let’s say like a box of automation saying, can we just do this for the provider? If yes, medallion will automate it. If we can’t. We will route that to your team as kind of that mailbox to work directly with the provider with detailed instructions about what’s missing. So there’s no manual generation of tickets. It is a, this is what needs to get done. So every ticket like you mentioned you kind of like that newsletter come in. Every ticket that’s created is only relevant to this work getting done. There’s no extraneous things that are getting created. Does that make sense? I think.
RyanTucker (21:33) It does. I think what we want to flesh that out into is what is the ratio? So perfect example, if there’s 100, what we’re looking at is gaps that gets broken out into tasks. If are we talking about 99 of those tasks can be managed by medallion? Great? Or are we looking at 10 tasks can be managed by medallion that goes directly to the Roi 100 percent with the intention that if I’m I mean let’s be real. If the goal is to shift our team’s weight out of this space and not having ftes managing this. I don’t want to have to put ftes right back into it.
Noah Laack-Veeder (22:07) Yeah. And from conversations I’ve had with customers, we’re reducing that backlog early on by 80 percent. But if you think about, this is just like the first part of it, the provider data collection. We talked about the applications being created, the double checking the payer follow up, et cetera. Those are areas where we’re automating 100 percent. These are the area. This is really the only area where there is going to be more dependency on a provider because we need to get the data. However you talked about paycom earlier, if you feel like that data is already in paycom, we might be able to solve this with an integration with paycom, to get it close to 100 percent. But yeah, ultimately, this process compared to what normally happens, right? You have to manually send an email, update, status, complete intake form, provide the information, track gaps, manually send an email to a provider to request information. There’s just a lot of stuff that happens here that’s not automated. Medallion, just automates this where there’s only a couple of things. The only thing that your team really needs to think about is where do I need to jump in to help a provider? Yep? Then we get into the current state of payer enrollment? I’m not going to bore you with this, but there is so much work that needs to be done by someone on your team, right? And it’s like this process right here of payer follow up although it’s only like two boxes here. This can take like six to do 120 days back and forth back and forth management… with medallion. What your team has to do is really like just tell us which groups do we need to link providers to? Basic? I need to enroll Taylor with anthem. I need to enroll Taylor with humana. Right? What medallion will do is we’ll auto, complete the applications. We’ll auto QA, the application. If there are any gaps that we can’t fix, those will be the only time where we would route them back to your team. But if the provider data collection is optimal, there’s not going to be any tasks that jump out. But what we’re doing here is preventing any resubmissions or rejections from happening in the current state. This is very difficult to do unless you have that knowledge on your team. And even then you’re kind of relying on them doing that in sequence. So if you’re submitting like a 1,000 enrollment applications, we’re scanning them all in parallel because it’s all done through automation. I’m.
RyanTucker (24:37) thinking about a situation we ran into recently with, we had three or four different payers. I think it was in Texas. I think where we’re trying to get them enrolled in medicaid and we have eight npis for medicaid, but we could only enroll those. Let’s say there were five providers in one process at a time. We can only submit one application at a time.
Noah Laack-Veeder (25:03) Oh, okay. Yeah.
RyanTucker (25:04) So what that does is create a very large backlog. And then what the team has been doing is readjusting the priority of those applications according to market need all manually, which… is I’m going to say operational but obviously not efficient. How does medallion manage something like that?
Noah Laack-Veeder (25:26) So it sounds like the current process for you is like first in first out or some priority system where like someone has to, we remove that problem because we don’t have a sequence of priority. These things are happening at the same time. So, like if you have 100 applications, we’re using automation robocrawlers API to submit these applications. So there’s no, I mean you can prioritize things, but how this works is you tell us you need 10 applications submitted. We submit them in parallel. There’s no sequence of events. Does that make sense? Well?
RyanTucker (26:08) It does from the operational standpoint, but the limitation we’ve run into comes from the part of medicaid, we can’t submit more than one against our npi?
Noah Laack-Veeder (26:18) So, yeah, I’m trying to understand that one a little bit more because I, when I’m working with organizations like the npi association is either represented through different practice locations, being associated with the payor application or it’s associated with the different group contracts. So, when you’re talking npi, are you talking like you have 10 different groups that you want to enroll medicaid under? Or is it, yeah, I see you nodding there, yeah.
RyanTucker (26:46) So, and again, I’m not the expert. So you have to forgive me on that. Sure if I’ll use some kind of generic numbers here. I believe we have eight npis just for the state of Texas, yeah.
Noah Laack-Veeder (26:58) Sure. Each.
RyanTucker (27:00) One of those npis has to have all of our providers registered to it. So in the event we have overlapping coverage, we can do that. If I get three providers hired into the state of Texas at the same time, I cannot submit all of those applications at once for the state of Texas. Even though we have eight different npi numbers. The state of Texas only allows one application at a time. That means we have to triage those applications as it pertains to business need relative to the market. So, if I need someone yesterday in Houston, we submit that application first for that provider closest to Houston. And then the priority scale kind of radiates out that way, the bottleneck isn’t necessarily the people there. The bottleneck is the regulation by the state of Texas preventing us from submitting even though we have eight npis submitting more than one application in that kind of mindset.
Noah Laack-Veeder (27:59) Well, how much percentage of the business you’d say is through medicaid?
RyanTucker (28:05) Of our total business yeah easily 80 percent 80.
Noah Laack-Veeder (28:09) Percent. Okay. That is important then. So I’ll have to let me go back with that because there’s that’s… the first time I’m hearing of that requirement not to say you’re wrong. I just never heard that before typically, what happens is like requirements might be something like you can only link one provider to this group at a time and that could be that mpi piece. But if you do have eight different groups, you need those providers associated with all eight of those groups… it doesn’t that wouldn’t necessarily make sense in medicaid. So what I’m thinking of actually is like associating providers with different practice locations which would result in those different mpis. I can go back and see how we handle that unique requirement. But kind of thinking broadly, there is that little, there’s going to be things that are dependent on the payer that might slow some things down. But I will say, so if we go past that piece and we submit the applications, there’s going to be that status tracking component as well as the payer follow up. And so with those two pieces, right? If we kind of let’s just say that’s an unavoidable thing that we can’t solve right? There’s nothing we can do to speed up that bottleneck, then we’d have to go through some prioritization similar to you to submit those in some sequence. That makes the most sense. But if I think about the grand universe of this operation, if you do get that submitted, there’s still going to be the work to follow up with the payer track that status which is going to be automated through medallion. So I’d say like kind of zooming out on the whole process. If there are things that are truly out of our control, our only option is make sure we’re doing everything else perfectly. Does that make sense? Yeah?
RyanTucker (30:04) What I’m kind of picturing, if I’m reading between the lines here is if we’ve got those 10 different applications that need to be submitted. And I’m generically saying the state of Texas again is only allowing us to push one at a time, we can’t queue up the applications on Texas. Then what I’m imagining is that queue then is represented somewhere in medallion to say, okay, now this person is the next, once this application is cleared or we can go into medallion and retract that application and push this application back in.
Noah Laack-Veeder (30:32) Oh 100 percent. And you.
RyanTucker (30:35) just kind of reorient the application,
Noah Laack-Veeder (30:37) yes. And again, that would be something where like look, we want to reprioritize that is a quick exercise, right? The exercise that’s not quick is let’s submit the application. Let’s go through all of that. Let’s not make the mistake. Let’s follow up, let’s track the status. So really the responsibility on your team would be let’s just reprioritize, not everything else. Does that make sense? Yeah?
RyanTucker (31:02) Yeah, yeah. I’m kind of trying to picture it in my head so.
Noah Laack-Veeder (31:05) Yeah, I can show you this in the platform too, but just generally speaking, like the areas where medallion reduces… the most effort are these kind of mundane… tasks that are, if they’re missed have.
RyanTucker (31:23) Big.
Noah Laack-Veeder (31:23) Consequences, right? Like if we miss status that’s delaying patient access. Yep if we submit something wrong, we’re still delaying patient access. We have a resubmission error and if anything’s missed like a paler follow up to us, we thought everything’s good, but it’s blocked and we submit something that’s also leading to a claims denial down the road, correct? So what we’re trying to do is everything that can be automated. We will automate, and the things that can’t be either through a prioritization from the workflow you talked about with the medicaid piece, or through tasking. We make those front and center for your team. One thing I do want to highlight too that I saw in your inbox… was some license renewals that were coming up. Is that something that your team is doing for providers or are providers doing that themselves?
RyanTucker (32:18) It kind of varies really. The principle is that we want to remove the administrative burden on the part of the providers. So if we can help remind them to renew their licensing, whatever that needs to be in whatever regions they’re supporting. That is something we’re willing to take on. So what those license notifications take the form of is we go out typically and remind the providers. Hey, you need to go renew your license. It is a small percentage because most providers are pretty good about making sure their licenses are up to date.
Noah Laack-Veeder (32:54) Okay. That makes sense. Because one thing that we do is we track those expirations in the platform. But for a lot of customers who want to reduce that burden on their providers, we’ll actually do that on your behalf. And so what I’ll say is if you’re getting denials through license expirations or like something like that, then that would be an argument to say, look, we should just get these licenses taken care of for our providers. But if there’s you know, if the providers are getting those things done, then that would be something where we can just notify you and a provider to say, look, this needs to get resolved. Is that like the license expirations leading to downstream issues, is that showing up at all today that you’re aware of? Not?
RyanTucker (33:36) Really… speaking anecdotally, if a doctor’s license lapses, we usually lean on the doctor pretty heavily to say what’s going on, man come?
Noah Laack-Veeder (33:49) On, yeah, 100 percent now.
RyanTucker (33:50) That’s not to say we shouldn’t help remind them because we do try to keep our providers pretty busy. So if there’s an opportunity, it reflective of cost, if there’s an opportunity to do that, I think it’d be a curious thing to entertain.
Noah Laack-Veeder (34:02) 100 percent. Yeah. So if it makes sense, I mean, can I, do you want to just go through the platform a bit to see this live? Yeah. Okay. And then just generally speaking from the work that we talked about like how are you? How are you feeling? Do you see so?
RyanTucker (34:17) Far, so good? Where my concerns are, is the unknown unknowns. Again, I’m not the expert. So that situation, with the Texas application is one I’m familiar with because we had to try to talk through what that problem was. There are these nuanced level of issues that we’re running into for each state. In some cases, the state doesn’t even have the capacity to submit the request for medicaid digitally. It just doesn’t exist. I think Louisiana if I’m not mistaken is one of those, or maybe it was their signatories that require an ink signature. Anyway, there’s these little nuances associated with all of that. So, the big goal we’re looking for is in a CE partner, someone familiar with managing payer enrollments ideally, and specifically for medicaid across all 50 states because that’s I mean, like I said, that’s 80 percent of our workload, our volume. Yeah. And,
Noah Laack-Veeder (35:14) just to be kind of transparent about my background, like I am not going to claim to know all payer requirements, but, you know, if it makes sense, like, I mean, we can share some data. I know we work with medicaid in all 50 states. We have pretty competitive turnaround times. And ultimately, what it comes down to is like look, you know, the medicaid operation resource intensive. That could also lead to just longer turnaround times. Medicaid can be good about backdating sometimes.
RyanTucker (35:41) Oh, and they are, and they are, and that’s where we’ve kind of been able to dodge duck and weave. We’re looking for a group that can help us navigate some of those. And the reason that we’re all hedging a little bit is because we don’t know if we’ve thoroughly explored the capacities of payer enrollment and credentialing and all of that across all 50 states. Maybe there’s a nuanced sector of that state that we just haven’t explored because we’re too busy to do it. We are open to new solutions to deliver the final result.
Noah Laack-Veeder (36:17) Yeah, no, 100 percent. I think, you know, that’s typically what folks look for and I’d say it’s like we’re kind of a hybrid option. We’re not just a self serve software, you’re like, yep, just do what you think you got to do. We’re kind of that hybrid where we have software as an undercurrent to operational knowledge. So, yeah, let me just kind of walk you through this so you can kind of get a picture. And then ultimately, what I want to do is just be like at.
RyanTucker (36:39) the end of this kind.
Noah Laack-Veeder (36:40) Of what things you think you still need from a kind of technical validation perspective. And if we need to have more conversations, we definitely can and you still have until the half… hour, right? Are you your Mountain Time? So at 12 30.
RyanTucker (36:58) It is, yeah, 12 30 is my stop time, bottom of the hour.
Noah Laack-Veeder (37:00) Okay, cool. We can, we’ll get through this, all right?
Noah Laack-Veeder (37:07) Are you seeing tasks on your screen? I do, so, this should look similar to that… ticketing system that you have. But really what you’re seeing here is just insights into which tasks are preventing us from moving forward. So just an example, this Indiana medicaid background check and fingerprinting, some states have very specific requirements and what we’ve already done is we’ve templatized these tasks. So if these things need to get done, we’ll direct providers and, or admins on your team to get these things completed. So you don’t have to come to the table with all these templates or these things that need to happen. These types of tasks will be generated if they’re falling through the cracks of the automation. So that’s kind of what that looks like. Yeah, is this?
RyanTucker (37:53) Something that gets delivered directly to the provider, like you, you’re what’s which state are we looking at here? Yeah?
Noah Laack-Veeder (37:59) So this is Indiana. So that’s a good question. So some, the answer is it can be most of the time because we want to reduce the amount of work for a provider, we’ll send it to an admin and provider. So if the admin on your team is like I want to get, I see you nodding. I think that’s kind of what the desired outcome would be. We.
RyanTucker (38:18) Are we are hoping to be as lean on the admin side? As possible? So what I’m envisioning is there’s a notification system of some kind that gets delivered to a group, whether it’s our scheduling team, whether it’s somebody else anyway. And then the idea is this medallion is pushing these notices to providers to say, hey, you know, you need to go do this. You need to go do this. And this group is being advised of these communiques the entire time. And then at some point medallion throws up a red flag and says, I’m not getting anything out of this provider, hey, admin group. You need to go follow up with this team. Yeah.
Noah Laack-Veeder (38:54) That’s exactly it. And there’s kind of a hybrid approach. Some organizations are like, we don’t want you to talk to your pro, to our providers, like we want to do it ourselves. All organizations are like look, we want to be as lean as possible. So we’ll give you like you try your best medallion and then only route to us if you can’t get a hold of them. The latter is what I think we do for you. And so again, if it does come in like that is a notification that would go out to an admin, but medallion can more or less be that initial admin to reach out to providers. And one thing I want to mention too is that we talk about pay, your follow up being automated in terms of agentic phone calls and things like that. I mean agentic phone calls are getting really strong. So we are able to send those to providers as well. Like they’re not going to think it’s a robocaller. It’s someone who’s helpful and saying this is what you need to do. And so if we need to outreach to let’s say 300 providers at once, we can do that and only surface those that need your team’s attention downstream. I.
RyanTucker (39:52) can see that being the most viable solution. I think really the cya principle comes into play is that if we send out all these notices and phone calls and all this other stuff. But there’s not someone being notified, I need to be able to go into medallion and see, yeah, here’s all the notifications that were transmitted to you at this email and all this other stuff that’s really the crux of the situation. Yeah.
Noah Laack-Veeder (40:14) You got that so that’ll be tracked and you got full like audit history and report. I know you’re talking like be a bi tool. So all this is exportable. But then from like a provider data perspective, just kind of walking through this like we talked about how we’re gonna have your data centralized in one place. And so Naomi here, what you’re gonna see is this is what her provider profile looks like. And it sounds like today, this is like a consolidation across excel spreadsheets, verifiable, etc, this is all going to be in a single spot and it’s going to be not only their basic information but things like documents as well. So it’s you’re not going to have to navigate. Yeah, and beautiful meaning, this is probably difficult to find in one spot today.
RyanTucker (41:03) I’m not even going to answer that question.
Noah Laack-Veeder (41:05) Yeah. Okay. I can guess, but yeah, that makes sense. So how.
RyanTucker (41:10) does it get presented if there’s more than one npi number registered to that provider? Like if Naomi had three npis, are those all listed? Yeah?
Noah Laack-Veeder (41:17) So, so providers have their own npi, but then if you’re associating them to like a practice location, then they would be associated. So let me show you. So like facilities, if I go into like broomfield medical facility, we would be assigning them to the npi. So it’s like we have that grouping infrastructure to link providers to different mpis. Great, where this shows up and where this is kind of linked to… that enrollment piece is if you miss one of those and then that provider is at that mpi and not in network, that’s going to be an issue. So when we submit these enrollments, let’s do. And again, this is how you do paranoid medallion. You don’t have to get your pen and paper out or navigate to a portal. You just say I need dr Ely as part of this group contract in this state enrolled with these pairs, right? And typically, it’s all pairs as part of this group contract. You also tell us like which line of business. If it’s just, you know, medicare or just medicaid and managed medicaid, you can do that. But just for the sake of this example, this is illustrating like potentially dozens of applications that someone is having to put together and it’s just a couple of clicks.
RyanTucker (42:34) Can this part be automated too? Or does this have to be done by a person? This?
Noah Laack-Veeder (42:38) Can be automated as long as, you just have to tell us your like enrollment strategy like, hey, I want every provider to be enrolled with every payer for this group contract, then this process can be automated. Beautiful.
RyanTucker (42:54) What I’m envisioning is we’ve got, you know, regional providers, we’ve got very localized providers and then we have what we call our bench providers. If this has all been explained and those bench providers need to be enrolled in a lot of locations, yeah.
Noah Laack-Veeder (43:12) So, yeah. So ultimately, like that’s where medallion shines is we have all those connections in the backend. So when it comes down to this, if it’s one of those bench providers that need to be enrolled with all these mpis, you don’t have to go and figure out which mpis are they. We just go enroll each provider at all of their locations and we’ll automatically add all those in here. This saves teams a lot of time. More importantly, what it does is it prevents something from getting missed.
RyanTucker (43:40) Yes.
Noah Laack-Veeder (43:41) Yes. Next, if we need to like do any, you know, other things around this like showing a payer directory or medicaid or medicare examples. This might be applicable around what’s the desired effective date. Typically, it’s going to be the application submission date or the start date of your organization that’s dependent on your payer relationship as to what you can do. But ultimately, what this does is it streamlines this web and queue of work that needs to get done. So when you say next, all of those applications that need to be done are automated through medallion. And what that looks like. I’ll just show you an example here. This is like blue cross blue shield Arizona. So, this is dr. Ely, all of these things and we slowed this down, but this is all automated through one of our… robocrawlers on the portal. So this is happening in parallel. So all of the applications that need to be submitted, we take the medallion information and auto populate it to their portal to submit these applications. So you’re.
RyanTucker (44:45) leveraging our pa to do all this. Yes. Interesting. Yeah, I was wondering what the backend looked like. Yeah. And so.
Noah Laack-Veeder (44:54) Again, this is all happening. You have audit history if you need to see it. But the benefit here is that your team isn’t having to now do this like imagine you had 20 applications due. This is all happening all at the same time this.
RyanTucker (45:07) Is what our team is doing right now. Yeah. And so this is all automated. Yeah. Okay. So we’ve got a list of these applications that need to be crafted. And I understand that this has been slowed down real time. What is the speed? Like, I mean?
Noah Laack-Veeder (45:21) It’s instant like it’s really the speed of the RPA, like in loading times of the internet, filling it. Next. How long does it take? The real time saving comes through the parallel nature of this happening? Yeah. So, and again, I think it’s helpful to compare that to the non automated piece where it’s a sequence of events.
RyanTucker (45:47) Is there an opportunity for partnership with another RPA solution? So we have a completely separate RPA engineering group that we work with for a whole bunch of billing stuff and other things? Is there an opportunity to say, hey, we have a, for whatever reason a link up between this other group that we have and you guys? Is there a solution in which the two rpas can work together to deliver something from a to Z? I’m thinking very, excruciatingly high level has that ever been?
Noah Laack-Veeder (46:18) A problem? Yeah. I think I’d have to, I think the answer is always going to be like probably, but I think thinking back to your use cases of like feeding the data downstream, not to, I, maybe RPA integration is the best option, but a lot of times we just use API to send the data points directly to that system. Absolutely. So, yeah. So it’s I think that’s a really interesting thought because I think that could potentially speed things up. But like let’s say that’s not an option. We’re just going to do API or if it’s more antiquated sftp on a file server, whatever it might need to be, I say antiquated in 20 26 with that. But 10 years ago, that was like the jam.
RyanTucker (47:01) Sftp integrations. My God. Yeah, I.
Noah Laack-Veeder (47:03) Remember that. Yeah, it’s like file on a server. Okay? But the point is this is automated, but then all that payer follow up, it’s not the RPA technology. It’s a genic AI calling these payers. And then also with that status checking, we have connections with paycos medicaid where your team doesn’t need to log in to get this information. We go directly to the portal. And the status that’s in the portal is real time updating into medallion impact. There means you’re enrolled, we notify you immediately. There’s no waiting time. How?
RyanTucker (47:39) Are you managing the multi factor?
Noah Laack-Veeder (47:42) I can give you more information from the technical. How to the only thing I can say right now is we are handling it right now. I can give you more of the technical, how we do it.
RyanTucker (47:53) Nerd level questions that’s the point I’m at right now because I’m fighting mfa issues for payers as we speak, yeah.
Noah Laack-Veeder (48:02) And I mean, there’s the… cop out answer is we’ve got 130,000,000 dollars of equity capital that we’re directing to this problem. So like our team of 100 plus engineers is like figuring out these sorts of problems for enrollment. So like it’s not an easy problem to solve that mfa piece, which is why we are.
RyanTucker (48:25) It’s not that’s what I saw you do in the mfa. I did the dog thing, yeah.
Noah Laack-Veeder (48:31) Exactly. So, kind of taking a step back, talking about medallion, automating a lot of these resource intensive critical failure points in this process. How are you feeling about our kind of technical validation that we could be the right solution there?
RyanTucker (48:51) Very good. Really. The limiting factor which was a big question was how are you managing the payr portal administration? And the short answer is you are through RPA, that was the big question. So it’s a combination of API and RPA… from a technical layer. I don’t have too many more questions. At least not right now. I’m not sure if this is a Noah question or a Taylor question, but some high level business questions is medallion is a relatively new company. You’ve got a young CEO and a young founder. Are you guys net cash flow, positive, net revenue positive? Or are you still leaning heavily on your equity sponsored capital?
Taylor Ryan (49:35) That’s a great question. Let me… get back to you on where we sit from a cash flow perspective to your point. Yes, we are a relatively young company and I think that we talked a little bit about the Genesis of the company the other day, but we started as a licensing company in when everyone obviously went remote as much as possible with telehealth, and then kind of built from there… totally understand the concerns around just the longevity of the business. I will say we have 400 plus customers. And I think one thing that came up on the call on Monday was just giving you guys customer references so that you feel more comfortable about us as a business.
Taylor Ryan (50:24) I think we’ve got, what are we 300 plus 400 people at this point? And I think… compared to some of the other players in the market, you’ve got these really old school companies that have been around for 30 40 years, and then you’ve got a lot of these new players that are relatively new and kind of in the same lifespan as medallion, but are a lot smaller than us, right? And so I think the equity investment and then just the… I guess support from the investors overall has been really encouraging and allowed us to scale and grow.
Noah Laack-Veeder (51:10) I.
Taylor Ryan (51:10) guess, you know, what, how do you guys go about evaluating vendors? And like, what do you look for? And like what are the boxes that you have to check when you guys are, you know, committing and trying to build a partnership with a vendor?
RyanTucker (51:23) So I’ll break it down in a couple different ways. Number one is the business objective from a business layer. And what Frank and Thomas and Brooke are going to want to see is an Roi deliverable not only on last year’s you know, revenue shortfalls, but overall, the payroll impact. Is this a net positive impact on payroll? Does this reduce team load? Does this reduce fte count? Those are the things we’re really going to want to see. They’re going to want to see scope of what’s the word I just lost in my head references, what do those references look like? Are we talking to brick and mortar clinics? It’s not us, we are boutique mobile across the nation. So finding references that as close to possible compare that. As we’ve done so many of these reviews, we have found that we’re kind of unique. So it’s hard to find those references. So as close to possible… from my standpoint, I look at number one is the longevity of the company. I’ve been in the industry almost 25 Ish years now. And I have seen companies come and go. I’ve seen old companies die. I’ve seen new companies explode and I’ve seen everything in between.
RyanTucker (52:40) So what we look for, if a company is new, references are great. If there’s capital sponsorship involved that’s fabulous. Then we want to see, are we net cash flow positive? We do not want to attach ourselves to a company that’s still in the radical growth phase instead of the revenue growth phase. We also want to see what does the technology curve look like? Roadmaps are great? No knock on anybody here. I’ve heard all the sales talks before about. We have this in the pipeline. We have that in the pipeline. I don’t care about that kind of thing. I want to know what’s here and what’s now we talked about our pa heavily. We talked about managing the different payer networks. So of the states, I’m sure Brooke has sent you a list of states by now that we operate in your experience in dealing with those states at a payer level? What does the timeframe of enrollment look like? I’m more shooting from the hip here than anything.
RyanTucker (53:38) What does the timeframe of enrollments? And if we’re looking at a 30 to 45 day rollover from start to done? What does your average timeframe look like for that same volume of work? And then obvious, you know, compliance concerns, I’m the security officer as well. So that’ll get ad nauseum, you mentioned sso, what does the administration? Of this platform look like not only from a fte concept but from a me concept. I will probably be the if not sole one of very few administrators over the entire platform. What does that cost look like to administer the solution? What does the integration costs if anything look like? What does onboarding process look like? You know, do we have to migrate our npi numbers? All of these questions come into play when we go to evaluate the process, all that put into play. We’re looking at probably a 90 maybe even Frank might kill me 90 to 180 day evaluation cycle because we compare not only medallion but we do evaluate the older players as well.
RyanTucker (54:47) So I’ve got three others in the hopper that I’m going to be talking with about the exact same proposed solution, maybe not the same level of technology, but again our goal is outcomes not the technology.
Taylor Ryan (54:57) Totally. Yeah. And I love what you said there about your goal is outcomes, I think that, you know, there’s a lot that we can talk about in terms of like what medallion does, the problem that we’re trying to address? But like when we think of the three value drivers, it’s you know, reduce operational cost, accelerate revenue and improve or reduce provider abrasion. And I think when you boil it down, it’s like how can we efficiently with as little resources as possible? Take the time that it, you know, from when a provider gets hired until they’re actually billing and seeing customers? How can we make that as simple and short as possible with as few resources on our customers as possible? That’s really how we and our, you know, our executive team, our investors that’s how we see the problem and not to oversimplify it. But that’s really what we’re trying to solve for. So, I think that there are a number of different. I think the way that you’re thinking about it makes a lot of sense. And, you… know, with your technology background, you, I joined medallion like six months ago before this. I was in the API space for five years before that I was in the infrastructure and security space. So I can totally appreciate just all of the different things that you have, you know, from within your role that you’re thinking about, you know, there’s a lot that goes into your decision. There’s a lot that you have to weigh out. So I guess in terms of the way that you’re thinking about this, it sounds like you’ve got a bit of a more like formal evaluation process laid out that maybe we’re about to kick off. Am I accurate in that?
RyanTucker (56:30) Very much. So, yeah.
Taylor Ryan (56:32) So, I think, you know, to get ahead of some things like obviously this, you know, we’re at the executive level like you as well as the, you know, Brooke Thomas and Frank, you guys are all leaders in the company. And I think it makes a lot of sense for us to probably engage you with our leaders so that you can, you know, ask these pointed questions and we can kind of give you a bit more of an executive, you know, uplift and conversation. I know that you guys are all spread out, but if there were ever an opportunity for us to meet you in person, that would be great short of that, I can certainly, you know, facilitate a conversation with our leadership. I think, you know, you tell me when it makes the most sense, but I think from a security standpoint, if there are, you know, security reviews that need to be kicked off, we can certainly do so. But, you know, there’s a lot to unpack here. And I think just understanding how you guys want, you know, where you go from here, thinking about a 90 to I think you said 120 day process, knowing how, you know, Frank, Brooke, they’re like this is a yesterday problem. How do we get you there as quickly as possible? So, I guess I’d ask, you know, it feels like from a high level, we’ve got some follow ups but from a technical perspective, there seems to be alignment here. You know, where do you see we go from here? What’s next? Yeah.
RyanTucker (57:54) I think from here number one, I need to finish your scoping questions. So I’m finishing up those, number two, I need to sit down with the executive team and talk about their realism of expectations, like what is the ideal outcome? I know on the it side, I can talk nerd all day long and I love the nerd stuff I’m seeing, but the realism of expectations needs to be very specific. So I think the next conversation is going to be around Roi. What are you guys seeing? Let’s talk references. It would be great to hear even just a one liner from either you or something like that. In writing about, yep, we’re net cash flow, positive here’s, what our outcomes look like for the next coming couple of years. Those are all going to be feel good things to help keep the pump moving. And I’ll be asking the same questions to the rest of this group. And one of the things with our evaluation process is it is not cookie cutter. We may have a handful of questions that are cookie cutter, but each evaluation process is fluid. So we start with our basics. And then someone over here brings up a thought and says, okay, well, we actually need to deliver that across all the other groups. And then here’s another group thought here’s. Another group thought and all of that is going to bounce around budgetary questions. Perfect example. I’m going through an API development cycle between an emr and another emr. And my initial scoping calls with these groups started off with a one point 3,000,000 dollar engineering price to a 13,000 dollar engineering price that’s a big gap I have to explain in terms of these scopes. So that’s where the evaluation is not so cut and dry for us, makes.
Taylor Ryan (59:44) sense, and to be honest, you know, I think that is from our perspective, a better way to go about it. We, Noah and I are working through an evaluation with another company and it is fairly rigid and I think, you know, it was set out with good intention. But I think when you keep it too rigid and you try and stick to, you know, a very specific process, you miss things along the way. So, you know, if you’re open to it, we’d obviously love to help guide you with what we’ve seen work from our perspective and fit that into your process of evaluation because at the end of the day, I think it makes it more efficient and kind of helps you get ahead of gotchas that come up later on. But that’s all super helpful. It sounds like, you know, you’ve really got your arms around everything that you’re evaluating. I think in terms of next steps, I know scoping questions, yeah, get those back to us whenever you have the time. I know Frank’s ask was let’s you know, talk pricing and like get an understanding of what that would look like. But I guess, and I think that that’s a fair jumping off point. But based on what you’ve heard today from a technical perspective, do you feel like we can table the technical piece for now and you feel good about it and kind of just evaluate some of the other more business level conversations? Yeah.
RyanTucker (61:10) If you want to draft something to us about known integrations with platforms, paycom, Salesforce, things like that stuff, you can really articulate that’s going to be a pivot point for us because I don’t want to manually deliver data into any solution. So anything that can directly integrate with our current HR, ERP style solutions, that will be huge integrations with emrs that you have, that would also be huge. Now, that may take the form of, okay. Well, we need to piggyback off your data warehouse so we can pull those… issues where we have a provider rendering service in an area they’re not associated with to surface those problems before they start really festering integrations and experience in that space as well. That’s going to be strictly a me, technology review… business scoping will be the next one that could… more involve the executive team and Ryan.
Noah Laack-Veeder (62:14) The emr that you all use today is which one?
RyanTucker (62:19) One of the five?
Noah Laack-Veeder (62:21) I’m guessing it’s epic. Is it?
RyanTucker (62:23) Not, no, it’s not. Is it, which one? Yeah. Exactly. So on the wound side, we are leveraging docnow or doctornow on the clinic side, we are leveraging woundexpert on the podiatry side, we are leveraging officeally. No one plays with officeally. So don’t feel sad if you can’t find that one. And then on the dental side, we operate inside of dentacon. Okay. Yeah.
Noah Laack-Veeder (62:53) We can definitely, I’ll take all that back. We got a head of integrations I can chat with, but off the cuff, we absolutely do integrate with Salesforce. Let’s get through the other ones as well.
RyanTucker (63:06) Paycom is the other one.
Noah Laack-Veeder (63:07) Yes, yeah, paycom, Salesforce, and then those different emrs so that makes sense. Great.
Taylor Ryan (63:14) Okay, perfect. And then, so I think that we outside of this follow up, we’ll wait on the scoping questions. But in terms of next steps… do you feel? I mean what I’m thinking is you mentioned Roi is probably next step once we get the scoping questions back, would it make sense for us to jump on like a 30 minute call, review that and then kind of talk through the Roi piece and just understand like how we can map that out for you guys?
Taylor Ryan (63:43) Like where those other, you know, ftes could be resourced instead of this once we understand like how many, you know, admins, you would need those kinds of things that’s kind of what I’m thinking for a next step. And then just I’ll do some research on our customer references because I totally understand you guys are a unique business and that comes with unique problems. So let me do some research and just talk to the other account managers and see who we think might be best. And then do you think it would be valuable for us to set up time with our execs to meet with you guys or do you feel like we should get through the Roi piece and then maybe revisit that? Let’s get?
RyanTucker (64:23) Through the Roi and I need to have conversations with the other potential groups and get that conversation rolling a little bit farther down the path. If we’re starting to talk heavily about actual pay, actual pricing, then I think at that point, an executive conversation may take a better place especially if medallion ends up as a front runner.
Taylor Ryan (64:45) Got it. Okay. And can I just ask so I know you laid out the like 90 to 120 day cycle. I guess what is like the, what does that look like? What is the vast majority of the time spent on? Like, do you guys have a really lengthy security process? Like what does that look like?
RyanTucker (65:05) Meetings, meetings and emails that’s really what it comes down to for us is getting in front of these other groups. And, and the reason for the 90 to 120 day is just to allow for as much due diligence and question raising as humanly possible because while this is a confidential process for us, I do have to go out and evaluate business process, business prospects. You know, what is this scope going to look like? And in some cases, I literally have to just sleep on it and then I’ll come up with 16 more questions and you guys are going to be tired of my emails by the time we’re done here.
Taylor Ryan (65:38) Never be tired of your emails.
Noah Laack-Veeder (65:40) Yeah, Brian, you should see my, I wish I had a ticket system for my emails but.
Taylor Ryan (65:49) Oh, man. Okay. Well, that sounds good. Let me work on you. You let us know whenever you have time, obviously, send over, the scoping questions whenever you get to them. And then I’ll we’ll take back, the follow up items that we’ve got. And then, yeah, we can go from there. I think, you know, I know initially there was a pretty big sense of urgency. So when do you think that, we should try and meet again?
RyanTucker (66:15) If you guys can get those deliverables, the written deliverables number one, but the rois really at this point, I want to get those references.
RyanTucker (66:23) We can probably have a touch point as soon as late next week… unless the executive team comes down and starts setting fires underneath me, and then we might change our physics. Okay? Sounds.
Taylor Ryan (66:40) Good. Well, we’ll aim to move as quickly as possible and we’ll follow up over email and then we’ll wait for your email as well. And I can send out availability for us to, we can just put something out there on the calendar for late next week and we can always move it if needed. Great. Sound good. Awesome. Anything else Noah?
Noah Laack-Veeder (67:02) No, Ryan. Thanks for staying a little bit over.
Taylor Ryan (67:04) Yeah, appreciate it.
Noah Laack-Veeder (67:05) Sure.
RyanTucker (67:06) Happy to awesome.
Taylor Ryan (67:07) All right. Thanks for the time. Thanks.
Noah Laack-Veeder (67:09) Y’all, yeah, talk to you soon. Bye.