Transcript
Noah Laack-Veeder (00:00) hey, what’s up, man? How are you doing good? You’re decking out some medallion swag, huh?
Zo Hooda (00:08) Yeah. You know, I was picking a shirt to wear after the gym this morning and I was like that’s the first pick like perfect. Got to meet him right after.
Noah Laack-Veeder (00:18) So, you went to the Zoe locker room, you know, to go pick up the jersey. Yeah.
Zo Hooda (00:27) Yeah, exactly. You know, this one’s special. I use all the other company swag I’ve had in the past for workouts like that’s what happens? You move on, yeah.
Noah Laack-Veeder (00:35) That is pretty. Yeah, you?
Zo Hooda (00:37) Know what I mean? It’s like now, this shirt’s a workout shirt.
Noah Laack-Veeder (00:40) Yeah, this is your game day. Yeah.
Zo Hooda (00:42) Yeah, exactly. Oh, man. How are you, man? How’s, I saw when we were chatting, you were at track practice yesterday. How’s that going?
Noah Laack-Veeder (00:51) Good. Yeah, it’s going really good, man. We got our first outdoor meet next week. So, we’ll see if everything we’ve been doing has been working. So.
Zo Hooda (01:01) Yeah, man, it’s go time that’s awesome. That’s awesome. I bet you’ll smash it.
Noah Laack-Veeder (01:09) Let’s hope. So, yeah, you know, we’re gonna, we gotta, you know, we’re gonna smash this call. You know, that’s the hope exactly.
Zo Hooda (01:15) Yeah, this is my track meet that’s right?
Noah Laack-Veeder (01:17) You got this. Yeah, you’re nervous? You’re nervous because you care, that’s what I tell the kids, you know?
Zo Hooda (01:23) Yeah, exactly. You know, a little anxiety is good, you know?
Noah Laack-Veeder (01:27) Yeah, yeah. If you didn’t have any, that would just make me think you don’t care, you know?
Zo Hooda (01:32) Yeah, exactly. What’s the point? I guess right before she hops on, I sent you just the slide deck. I’m not going to share any slides 15 minutes, but I’m just, I might use it for later calls, but the second slide just kind of recaps, what I learned in my cold call to her yesterday. So, yeah… this one’s interesting… mammography group. So they do a lot of imaging.
Noah Laack-Veeder (02:04) And they.
Zo Hooda (02:05) built out over the last two years, they built out their own internal physician group. Previously, they were working with partner radiology groups, and those partners credentialed their own… physicians, but now they’ve built out their own. So they grew 50 percent in the last six months, Kelly VP of Solis physician group. So she was hired specifically to scale this group. So, you know, 50 percent grow the last six months, 45 providers today, 100 by the end of the year.
Noah Laack-Veeder (02:34) Dude. Yeah, I’m reading that. It just looks like a perfect. I would even give the whole garrison. Hey, we’re super excited to meet with you because it sounds like we’re in a position to really help, you know? Yeah.
Zo Hooda (02:46) Yeah, totally. And one thing she kept on saying is that like they’re growing too much than they can handle. It’s. Too much for one fte. And the one thing I like that she said is that she wants to build her team around technology and not hire people and then try to adopt technology after that.
Zo Hooda (03:07) So, 15, but she literally said, I’m like she like emphasized multiple times that she like really in this 15 minutes, wants to understand our automation like where exactly our automation fits in.
Noah Laack-Veeder (03:24) And.
Zo Hooda (03:24) Then she wants to do a demo. So, yeah, I.
Noah Laack-Veeder (03:27) think we should ask her like, I mean, only have 15 minutes but like my objective is getting her on a demo. Yeah, that’s an hour long call inviting people. And so I can ask her why do you want automation? Is it because things are being manually tracked and things are falling through the cracks like that’s what we need to eventually get into, you know, yeah, I was.
Zo Hooda (03:49) Hoping to spend first. I guess it’s we’re bleeding into it a little bit, but I was hoping to spend the first five minutes just kind of digging into it a little bit deeper. Yeah, I.
Noah Laack-Veeder (03:59) mean, shoot, dude. If we have three minutes with her and we schedule an hour long call like that’s a win to me.
Zo Hooda (04:04) Yeah, I agree. Let me just double check. She’s not waiting or anything. I don’t think so. Okay.
Noah Laack-Veeder (04:14) Go ahead and send her an email, see if she’s yeah…
Noah Laack-Veeder (05:06) I also reached out to Kyle because him and I put together this slide that like summarizes our automations. So that might be a good thing.
Zo Hooda (05:17) Sorry, could you repeat that? I was distracted? Yeah.
Noah Laack-Veeder (05:19) Kyle and I put together this slide that like summarized our automations. Oh, really? I’m trying to get my hands on that.
Zo Hooda (05:27) Okay. That’s perfect. I like, I fed some stuff into Claude and had it spit out a summary. So, it’s at the bottom of that note stock, it looks pretty good, but I’ll let you take charge of that, so.
Noah Laack-Veeder (05:43) I’m not saying, let me be the judge,
Zo Hooda (05:46) It’s like at the bottom.
Zo Hooda (05:56) Yep. And I would for this one, just, we… don’t need to elaborate with that piece. Sure like the, we don’t have to say, this one?
Noah Laack-Veeder (06:11) To set the automate the app?
Zo Hooda (06:20) Oh, she says she can’t get into the meeting. Okay? Not a meeting code, do?
Noah Laack-Veeder (06:27) You want to just call her cell?
Zo Hooda (06:29) Yeah, she just emailed me, but, that’s… weird.
Zo Hooda (07:23) Seven five four, oh, there is a code. I hate when that happens. Okay. Hold on. Let me just call her.
Zo Hooda (07:52) Hey there. Hey, Kelly. So it’s giving you an error on joining the meeting to get a code?
Kelly Mumford (07:59) It’s asking for a meeting code? Yeah. Oh.
Zo Hooda (08:01) Okay. Sorry, it never usually does that. Oh, I’m seeing one here now. It’s seven, five, four, five, three zero.
Zo Hooda (08:42) Tell me that again. Seven five four, five three zero.
Zo Hooda (08:57) Okay, perfect. I see you on there. I’ll talk to you in a sec. Thanks. Thank you. Hey, Kelly.
Kelly Mumford (09:09) Hey, y’all, I’m not camera ready. That’s okay?
Zo Hooda (09:11) All good. We can keep it off. Sorry about that. Usually, when you book a meeting through the chat, it doesn’t have a code but apologies, I didn’t see that ahead of time? Oh, gosh.
Kelly Mumford (09:22) No big deal. Thank you so much. I appreciate that you saw my note pretty quickly?
Zo Hooda (09:26) Yeah. No worries. I was reaching out to you at the same time. Well, since we’re kind of delayed here, I just wanted to ask, do you have a hard stop at the 45 minute mark? Or could you go over a few minutes?
Kelly Mumford (09:38) Let me check.
Kelly Mumford (09:48) No, I can go over. Okay?
Zo Hooda (09:50) Perfect. Awesome. So, yeah, you know, I know we have 15 minutes. So as far as the agenda goes, you know, you and I had a good brief conversation yesterday, so I just wanted to spend a few minutes just diving deeper into your use case, and then we can spend the next five minutes talking more about medallion. I know you’re really focused on understanding our automation today. So we’ll spend the five minutes talking exactly about where our automation exactly fits in the credentialing provider or payr enrollment and licensing process. And then we’ll leave the five minutes at the end to talk about next steps. How?
Kelly Mumford (10:26) Does that sound Kelly? Yeah.
Noah Laack-Veeder (10:28) Sounds good and really quick, Kelly just, I’ll be in the background just wanted to jump in. I’m Noah lead solution consultant here. So if a demo makes sense as a next step, just wanted to meet you and then know that I’ll be leading that. So great to meet you.
Kelly Mumford (10:41) Nice to meet you. Thank you. Appreciate it. Awesome.
Zo Hooda (10:43) Thanks, Noah. Yeah, that was kind of a good segue. I was just going to spend the next 20 seconds just doing a quick intro. Kelly. You and I met but would love for you to introduce yourself to Noah, but I’ll kick things off. Kelly. My name is Zoe as I mentioned, I am the account executive at medallion assigned to Solis. So I’ll be your main point of contact for an evaluation of medallion. You know, I’ll make sure we bring in all the relevant resources, have a lot of experience working with a variety of groups from digital health to specialty provider groups to large health systems. So really excited to work with you especially based off of our discussion yesterday. So nice to meet you, Kelly. And if you want to do a quick intro to catch Noah up on your role, that would be great.
Kelly Mumford (11:25) Sure. So, thank you so much, Noah. My name is Kelly mumford.
Kelly Mumford (11:29) I am the vice president of Solis physician group which was founded in 20 24. They brought me in July of last year to make it scalable, grow rapidly and make it run well, which we are doing, which is very exciting. We have grown 48 percent in about six months. Wow, we have a total of 45 physicians. We brought on between 30 and 35 last year and we expect to be up to between 90 and 100 by the end of the year. Our business is diversified. So within Solis mammography, we are a standalone entity.
Kelly Mumford (12:17) Well, we’re not an entity. We’re a division. So we have four lines of business. We do joint ventures with hospital systems. We do acquisitions where we come in and buy physician practices. We do de novos, where we set up and open new mammography locations. And then we do direct contracting as part of SPG with any entity we could be working with, which could be an obgyn office. It could be a hospital system. Sometimes we use that methodology to open the door to bigger deals like joint ventures, things like that. So we have a lot of flexibility. Our footprint is national. Overall, there’s nowhere that we can’t do business right now. The majority of our business is in Texas, Florida, Louisiana, North Carolina, Missouri, Tennessee, Virginia… DC, Maryland. And yes. So, we have a tendency to concentrate in individual states, Arizona, and we’re growing all the time. So, Solis… mammography is doing very well as an entity. We had a private equity change over mid year last year. We are in an intense growth phase. I’ve brought on several team members to help run the division. But it is becoming abundantly clear that to the extent that I can produce automation, it takes such a long time to get a person up to speed. And we’re growing too fast. You know, I think I’ve brought on Brianna… and David Rocio and Mike, four people since January and it’s just sucking up my time right? All in the middle, of doing all the best practices for onboarding recruitment, doing all of our quality policies, doing all of the peer review processes, automating payroll like it’s just, I need solutions that work for me and to be totally clear like I have met with other groups already and I feel that their solutions require more work than they provide help. I came to you because of what I perceived you could offer me in terms of automation. I have one person doing all my credentialing all my payer, enrollment, and all of my medmau and we didn’t even cover the different entities. So I gave you our footprint. I didn’t go through our employment strategy. I didn’t go through our billing strategy. There’s a bunch of different billing companies that roll up underneath too. So that means if I have one physician who I want to deploy in Tennessee, North Carolina, Texas and Louisiana, I have four billing entities to enroll them with. So I have one person doing that, which is creating key gaps in timely… execution of new business and key vulnerabilities in medical malpractice coverage. She can’t keep up and it’s a problem. And between all of us, she’s leaving, we’ll find somebody better, but I know that our problem is structural. So that’s why I’m meeting with you… that’s it in a nutshell, that’s.
Noah Laack-Veeder (16:18) really helpful. And I think I’d love for Zoe to kind of talk through the automations at a high level. But I think given what you’ve already done, you’ve already talked to other groups. I think a demo would be a great next step. So if we.
Zo Hooda (16:33) from my.
Noah Laack-Veeder (16:33) perspective, this is a perfect situation for medallion to help we work with growing companies with complex operations typically.
Kelly Mumford (16:41) Relying.
Noah Laack-Veeder (16:42) on small teams. So I think this is an area where ultimately I want to prove to you that we’re not going to add more work and that’s really where medallion comes in. So if it makes sense, I would love to join another call. Maybe if there’s anybody else you want to invite Kelly, but I’d like to go through our automations in detail and just show you what it looks like.
Kelly Mumford (17:00) Yeah, that was certainly what I was hoping to take out of this. Our new credentialing person starts Monday. So next week, it would be myself, our director, and then it’ll be the outgoing credentialing person, the new credentialing person and a backup person who’s like a scheduling payroll person. So it would be five of us. Yeah, that’s.
Noah Laack-Veeder (17:24) great. And Kelly, I’m sorry, I do have to run, but it was great to meet you. And I’m really excited to show you the platform.
Zo Hooda (17:30) Perfect. Thanks, Noah.
Kelly Mumford (17:31) Yeah, thanks.
Zo Hooda (17:32) Noah.
Kelly Mumford (17:32) I’ll loop.
Zo Hooda (17:33) You into next steps? Okay? He hopped. All right. Okay, great. Kelly. Sounds like you’ve got a lot on your plate and definitely want to make this part suck less, actually, you know, make you see a lot of value in it. You know, I know, you know, it’s a lot to like train people and get them up to speed and, you know, automation is definitely going to help. And I think based off your use case, there’s.
Kelly Mumford (18:02) a lot of.
Zo Hooda (18:03) Value to be seen. So, I was curious like I want to be really aligned with, you know, what you’re looking for, what success looks like to you. And so a couple of things as you were speaking came up to mind for me which is, you know, you looked at other tools and it seemed like it required more work than the help that they would offer. Like could you elaborate on that? Like what specifically were you seeing that maybe put you off? Because I want to make sure we’re really aligned there. Yeah.
Kelly Mumford (18:28) Absolutely. I’d be asking the same question if I was you because I’d be also looking at ways to make sure my product was, you know, as desirable, as possible, right? So, the big deal. So we’ll just take MD-Staff as an example. The big deal is that it’s essentially just a data network that… requires every step that you take. You have to configure the application to work in the way that you want it to, right? And the quantity of clicks I wasn’t counting because I already knew, I think I’ll have to add ftes to bring this on board, the quantity of clicks to get some actionable items is really now if all you wanted was to be organized and you didn’t have any constraints on?
Noah Laack-Veeder (19:25) How you?
Kelly Mumford (19:26) Accessed data. But my experience has been credentialing, people aren’t the brightest people ever. So, a really, no offense to them. Sure.
Zo Hooda (19:38) Like, you know?
Kelly Mumford (19:39) It’s just not something people with unlimited potential don’t stay in credentialing, right? It’s like.
Zo Hooda (19:47) Very.
Kelly Mumford (19:47) narrow tasks that they take on recurring, you know, some people, I feel like a terrible person. Some people just don’t care and that’s what they want to do. And it’s not that they’re not smart, but at the same time, there’s a lot of weaknesses I find in people’s ability to materially deliver those outcomes and having a complex interface. You know, what I want is for something to be more defined by the user experience, right? So instead of running seven or eight reports to tell me what’s outstanding and what people haven’t responded, you know, I’d rather have a dashboard that tells me all of that in one place, right? You know, what I want and what is offered are two very different things, right? So I have an open mind about kind of what people have developed to this point, but the individual steps, the quantity of clicks, the complexity of the environment. I was not impressed with the application. I wasn’t impressed and I probably know too much, right? Like I did surgical quality for a couple years, like across a bunch of hospital systems and I had a data team and we did all kinds of reporting and data exporting and all, I just know too much. I know that application is not that advanced and that it’s going to take a lot of time for the team to do. So. What I’m looking for is something that is easily reflects and brings to the surface, things that need to be addressed. I’ve already thought a little bit about kind of… the kinds of work that would be required to make automation work, right? I know there’s no panacea. I know that everything I upload would need to be accurate. I know that I’d have to work with providers to make sure their CVS are right? I know, you know, there are things you… have to start with data from some perspective. And I know that, and you do have to configure some kind of application and I know that too, yeah. But the automating the process end to end and it learning is really valuable because the complexity of the environment that we’re in is very high.
Zo Hooda (22:19) Yeah, taking some notes here. Yeah, I totally hear you. I mean, I speak with a lot of leaders and folks that are in the weeds with MD-Staff. And I think the main takeaway is that MD-Staff is a self serve platform. And it sounds like you are from a complexity standpoint, you’re past the point of using self serve software. You’re at the stage where automation is going to provide a lot of value. And I think that, that’s where we can help. That’s exactly how we differentiate from tools like an MD-Staff, where it’s like even with MD-Staff, you’re like I still have to hire ftes to manage this. It’s not solving the problem of me having to throw more bodies at it. And so with medallion, I would say it’s really… allowing your one fte to handle way more volume than they were able to before. And so just talking as well as like the measurable outcomes we can drive. Like I do want to spend just like five minutes talking to our automation which you’ll definitely see in the demo. But as far as like the measurable outcomes that we drive which is typically things that are cfos that we work with love to see like C suite, you know, when they’re trying to approve medallion, like they love these three measurable outcomes, which is number one, like a lean opex, right?
Zo Hooda (23:34) As I mentioned in our call yesterday, like typically what we see industry standard in terms of the ratio that provider groups have from credentialing staff to provider ratio, industry standards, usually like one fte to handle 100 to 300 providers. But with medallion, we typically on average for our customers, it’s one to 1,000. So as you’re scaling, you know, you’re not having to actually hire more ftes. We’re keeping the opex lean. So that’s what C suite love to see in terms of a measurable outcome that we drive. The second thing is which I’d love to understand what this may look like today with excel and symplr as your backbone. But the second one is accelerating revenue. So we get providers to par status faster than anyone else due to the automation that we have. We also have slas to back our quick turnaround times in terms of submitting pay enrollment applications. And so typically our customers see like a 10 to 25 percent improvement in how quickly from when a provider signs their offer letter to when they’re fully enrolled with payers, and they can start seeing patients. We are able to bring that down to like 30 to 60 days compared to industry standard of 90 to 120. So, when we talk to C suite, that’s a pretty simple revenue acceleration equation, right? So if a physician is bringing in X amount of dollars per day and we’re able to get them to start billing a month earlier, you know, and then you take that across how many folks you’re hiring that’s a measurable revenue acceleration opportunity. And then the third measurable outcome we can drive as well is when it comes to claims annals related to credentialing errors or revalidation errors. Obviously, when you have a lot of ftes managing this process, there’s always going to be some human error. And so, because of the automation that medallion has, you know, we built out every single workflow for every single payer in every single state. We know exactly what the dependencies are. And so when we submit credentialing files with the payer applications, we have a 99 point nine five percent file credentialing file accuracy. So we’re minimizing claims annals. So like from a measurable outcome perspective, those are the three like outcomes that we really drive. And then the one that’s a little bit less tangible is like provider abrasion. So I’ll talk a little bit about the automation when it comes to actually onboarding providers, making it a much better experience for them. But that would say like the fourth, you know, less tangible outcome. And so with that, my question is like today when a provider, you know, signs their offer letter, like how long is it taking from that point to when they actually can start seeing patients?
Kelly Mumford (26:14) It is taking, so, it depends on whether or not they’re licensed in the state, if they’re licensed in the state and I can bill them as a locum. I can get it done in 30 to 45 days. If they are not licensed, it can take over 120 days. Wow. Yeah. But some of just to provide total… transparency, some of what I’m solving for is human… inconsistency. So if my systems worked the way that I wanted them to then, and it wasn’t breaking, then I might be able to tolerate some of these timelines. But because the process themselves break, that’s part of the issue, right? But I would love 30 to 60 days that would be far better. And the acceleration of revenue is a key driver in our overall financial performance in a year, one to two months makes a huge difference.
Kelly Mumford (27:21) It helps with retention of providers. It helps with retaining business. Some of the business that we get is temporary, right? So it’s right? We’re going to work with you for a period of months. So every month that it takes to get credentialed is one less month you’re making money exactly?
Zo Hooda (27:41) Yeah. That’s exactly how we think about it as well. And so I think that when it comes to like the opex piece, obviously we’re going to prevent you from needing to hire more ftes. But I think also when you talk about processes broken like that’s what we can address. And so I wanted to have you elaborate on that a little bit. Like when you say our processes are breaking, is there specific parts of that process? Whether it’s like, you know, credentialing or submitting pay enrollments? Like, can you tell me more about like the specific pieces of your process that are the biggest bottlenecks that you really want to address with automation?
Kelly Mumford (28:24) The consistent… and timely application… of necessary documents like this stuff is basic, right? Yeah… that’s an issue. You know, I can submit a request that says, and I’m a patient person. Okay? I can submit a request that says in 45 days from now, I have a provider who’s starting and I need them to have medical malpractice, I need to make sure they have a license. I need to make sure they’re ready to work. I know we can get them enrolled in time with the payers because it only takes a notification. In this particular use case. I just need them to have medmal, 30 days reminder, 15 days reminder, the day comes, they don’t have medmal, You know, the human error, right? And between us, my problem is the person who I inherited has been employed for 10 years. You know, what am I going to do? You know, fire her like, well, she quit. So.
Zo Hooda (29:33) That’s okay. That’s.
Kelly Mumford (29:35) alright. But it is that kind of dealing with something like that for six months and knowing how difficult it can be to get people up to speed, like you can spend so much time with a person. Let me see who this is. Hold on. Oh, you’re good… hold on.
Kelly Mumford (30:03) At the front porch doorbell?
Kelly Mumford (30:27) Okay. All.
Kelly Mumford (30:40) Right.
Kelly Mumford (30:58) So, as much as it can take to get somebody up to speed, it can take you even longer to find their weaknesses and manage those, right? So, yeah.
Zo Hooda (31:07) Sounds like you want to minimize the human error piece and no longer have to deal with that coming up later on, you know, based off of everything you’re telling me this is a really good use case.
Kelly Mumford (31:20) I do want to.
Zo Hooda (31:21) Obviously, I know you’re like really interested in automation. So I do want to give you just like an overview from the beginning, provider onboarding to like the end and what your visibility may look like. And then of course, in the demo, you will see everything in action. But before I get there anything else you would like to add on that last part, nope, I think that’s it. Okay, great. So yeah, let me talk through this a little bit. So I think I’ll get into specifics but I think the bottom line is when it comes to the automation is that every step that can be automated, Kelly, we’ve automated. But every step that can’t we actually have an entire operations team that will come in when there needs to be a human in the loop. And so basically what that turns into is that your one fte is no longer having to execute all of these tasks. They’re more like the quarterback kind of guiding medallion and, you know, over time, you know, they will have to do less guidance because we understand exactly what you require, got it. But let’s talk about it from the beginning. So provider onboarding, we’re the only platform that has a caqh proprietary integration. So when we’re onboarding a provider, we actually with that integration pull 80 percent of their profile already automatically. So 80 percent of their profile is complete. We don’t need their login credentials. We just need their SSN name and npi and we can extract that information. So when a provider is actually tasked to fill out their profile, it’s like that remaining 20 percent. And so, you know, and there’s other things, right? Like we have AI document extraction. So if they’re uploading resumes, certifications, like we’ll extract that data, put it to their profile. And then we also make it very easy for them to upload documents. We have QR Code, mobile uploads, reduces, you know, friction for busy physicians. And with all of that across all of our customers, our average onboarding time for getting a provider, their profile fully complete is under two days because of that. So that’s the automation piece on the provider onboarding, making sure that it’s a very easy for them and you’re not having to consistently follow up. And if there is follow ups that need to be made, we actually have our ops team that come in and help with that.
Kelly Mumford (33:35) From a credentialing.
Zo Hooda (33:36) Standpoint, when we’re doing the primary source of verification, we automate all of the ncqa checks, Da, npi, Sam, oig, et cetera. And we do that in under 60 seconds. We also have a direct fsmb integration. So, if we’re doing physician board actions, we pull that across all 50 states in seconds. And we’re avoiding, you know, hours of phone calls to state boards. We have an AI quality assurance layer that runs OCR checks, disclosure validation, malpractice, validation, work history validation, we do that automatically. And then once that profile is, complete and we’re doing the primary source verification, we actually are able to then produce your credentialing file automatically, and have that ready for committee to committee review. And we have the committee review process actually built into the platform. So, typically, we see folks that we have to have a meeting.
Kelly Mumford (34:29) Everyone comes to this.
Zo Hooda (34:30) Meeting, and we review all the files manually. You can actually give your input, async, so whoever needs to be a part of the committee, they can give their thumbs up, async, maybe avoid having to have that meeting. And from an SLA perspective, we actually get those credentialing files generated in under three days after you’ve, submitted those. And so we have an SLA to back that as well, before I move on to payrollman and licensing, any questions on those two so far? Okay, great. So when it comes to payr enrollment, right? Like we’ve done the primary source verification now, we want to get them enrolled with payr. We actually have RPA agents that log into payr portals. They handle the multi factor authentication and they pull status updates automatically. So you don’t have to have your one fte manually checking each portal. When a payr sends an update to us or to medallion, we have AI email processing. So AI reads it, they extracts the key info and then updates the dashboard. In addition to our operations team, we also have AI phone agents. So those agents will go and call insurance companies for status updates and follow ups. And then if we need to have humans in the loop, we have the ops team to come and do that. We also have auto form filling. So we may have provider profile data directly into payr applications. So you don’t have to do the whole copy and pasting, retyping. We do that automatically. And then as I mentioned before, we’ve built out all of the dependencies. So the platform automatically sequences enrollments in the correct order, right? Like medicare before medicaid or group enrollment, before provider enrollment. So nothing gets rejected for submitting things out of order. And then when it comes to actually submitting payr enrollment applications, we get those done within four days. And we have an SLA to back a quick turnaround time as well. Any questions on the pay enrollment piece?
Kelly Mumford (36:24) We have questions that will be better for a demo.
Zo Hooda (36:27) Sure. Yeah. And of course, like, you know, I can talk all I want, but I’m sure you really want to see this on the platform. But just to kind of wrap this up, like we also have automation from a licensing perspective, right? We can work with imlc if you’re leveraging compacts. We have a smart request panel that auto populates requirements, state by state and license type. And we have an SLA related to submitting licensing applications as well. And then for you Kelly, right? Like as all of this is going on and you’re one fte is kind of quarterbacking this making, you know, submitting the request, which you’ll see how little clicks it takes. I know clicks was a big thing, right? You’ll see how little clicks it takes in that demo, but you’re going to have visibility throughout the way. So you’ll have the dashboard, you’ll understand exactly, you know, which payers are in the process of getting enrolled, where their enrollments in the stage, what stage is it at once they’re enrolled? How many payers? How many states are the licenses? What states like you’re going to have real time dashboard, every provider status across credentialing enrollment and licensing in one view. And then of course, if we want to build more custom reports, we can, we have like 100 plus data points to help do that. But you’ll have a visibility throughout the way. So it’s no longer maybe a black box or anything like that. So that’s the high level on the automation. But of course, you’ll see it further in a demo.
Kelly Mumford (37:51) Great. What is your? So that’s all really helpful? It was just enough detail to give me an idea of the capability and we can hit the more complex components of the integration across a complex network in the demo. My other question is how does your expense structure work? Yeah. So we.
Zo Hooda (38:18) license based off of three things like volume and length of contract, and then timing, right? But as far as licensing goes, like we need first, we first need to really scope exactly what you need. So we based off of volume, right? Like how many pay enrollment applications are we doing? How many psvs are we doing? How many licenses are we doing? That’s kind of how we base our licensing. And so as we continue our discussions, like we’ll have a scoping call at some point after the demo, probably where we’ll understand exactly, okay, like how many payers are you working with? Like how many payers do each new provider need to get enrolled with? So we’ll have the data points to then present you with like what a pricing will look like. But what I will say is that at a minimum perspective, we have a minimum spend of 50 K. So I just want to be transparent there.
Kelly Mumford (39:12) For annual cost or for implementation or?
Zo Hooda (39:15) For annual cost?
Kelly Mumford (39:17) Okay. Yeah. But.
Zo Hooda (39:20) Typically after the demo is when we, you know, especially once you get like you get the technical buy in like, hey, technically this platform is what is going to help us and we want to explore it further.
Zo Hooda (39:30) Then we’ll have the scoping call where we understand exactly all the data points we need to then provide you with pricing. And when we do pricing as well, it’s not just here’s the price. We also help you build out a business case, right? So, I mentioned those three outcomes, the measurable outcomes. We also present you with what the business value assessment is, like what your Roi is going to be, the cost avoidance from, you know, moving away from Symplr and not having to hire that one fte plus the revenue acceleration plus potentially claims. And now that’s relevant, that way, you know, whatever your approval process is, you have some Roi to back your decisions. So we help you with that as well. Sure. I think we lost two.
Kelly Mumford (40:12) 1,000,000 dollars in business last year because of this.
Zo Hooda (40:14) Wow. Really? Yeah. In what way? Like denials?
Kelly Mumford (40:19) It was before I was here, but essentially, the applications weren’t submitted at all.
Zo Hooda (40:24) Wow.
Kelly Mumford (40:25) We lost the deal.
Zo Hooda (40:27) That’s crazy applications weren’t submitted at all. So when you went to go and submit the claim, they were just like you’re not enrolled, no. So.
Kelly Mumford (40:36) I started, and, you know, my boss who is the president and coo said, okay, we need to make sure we’re reading in X location and I said, all right, let me meet with the team. We’ll get it done and I met with the team and said, all right, what day can we start? And they said.
Zo Hooda (40:52) You know.
Kelly Mumford (40:53) Let me check. And then I was on an email and the email said, well, we need you to complete the application. Wow. And then when the, I know isn’t it bad, it’s like an operational nightmare.
Zo Hooda (41:08) Yeah.
Kelly Mumford (41:08) So, the use case is, really important.
Zo Hooda (41:13) And I think probably.
Kelly Mumford (41:14) For automation, we’re on the low end of volume. I definitely get that. So the minimum is necessary. The company is, very cost conscious. Radiology is not huge margins and I still see it as a valuable automation for us. So.
Zo Hooda (41:35) Yeah, and yeah, absolutely.
Kelly Mumford (41:39) Yeah. So, yeah.
Zo Hooda (41:41) And I guess, and I apologize, I just had one more question pop up. Do you have to hop? Because obviously, the more important thing is getting next steps scheduled, but I was just curious if you had just two more minutes.
Kelly Mumford (41:54) Yeah, no, I’m.
Zo Hooda (41:55) okay. Okay. Yeah. So, you know, as you mentioned, the use case is really good and I’m really excited to work with you, Kelly on this. Obviously, I want to align with what your internal process is in terms of like how something like this gets approved. Just so I’m aware, like who would you say are the other key stakeholders? Like, is there an executive that is going to, you know, have to take a look at this and, you know, we just want to be prepared for when that conversation comes? Because obviously, if you’re mentioning that the company is very cost conscious, I think the Roi piece and landing with everyone that’s involved, it’s going to be really important.
Noah Laack-Veeder (42:35) At the end of the day, every.
Kelly Mumford (42:39) Executive will have to sign off. Okay. So my job is to make it a no brainer. So that when I take it to my boss and he takes it to the board.
Noah Laack-Veeder (42:54) It’s everyone.
Kelly Mumford (42:55) It’s the CEO, my boss is the president and the coo, our chief legal counsel will sign off. HR will sign off. Probably finance doesn’t have to sign off, it’s really the executives.
Noah Laack-Veeder (43:08) So,
Kelly Mumford (43:09) yeah, but I’m.
Noah Laack-Veeder (43:12) in charge of.
Kelly Mumford (43:13) My division… you know, I, yeah… yeah, totally. And they’re like any other set of executives quite honestly?
Zo Hooda (43:25) Yeah. Is there a specific one of like you said, you report to your CEO? Like would it make sense before this maybe goes to all of the executives at some point to involve your CEO? And maybe like, hey, this is what we’ve discovered. This is how medallion aligns with your goals and kind of get their feedback on that.
Noah Laack-Veeder (43:44) So, I report.
Kelly Mumford (43:45) To the coo, oh,
Zo Hooda (43:46) coo, sorry, yeah.
Kelly Mumford (43:48) What I’m what I’m planning to do is… I meet with him tomorrow morning and ask him who he would like me to involve. Okay… he’s, very busy. He’s not going to, I don’t even think he’ll come, he might come to a demo, but I don’t know if he will or not. So probably for the demo, I’ll end up having more people. Gotcha. Yeah, in some kind of cross functional team?
Noah Laack-Veeder (44:24) Yeah, typically the.
Zo Hooda (44:25) coos, don’t really, they get bored in the demos. And so, you know, I think a better and obviously I’ll take your guidance on it as well. You know, them better than I do, but I think like a good way we engage execs is like,
Noah Laack-Veeder (44:38) we bring on an exec from.
Zo Hooda (44:40) Our end like my VP, and we just talk more strategically about how medallion aligns with the growth goals that you have, especially with towerbrook, coming into the picture, right? I think that kind of conversation probably lands more with an executive versus a demo, which is more your domain because you need to make sure the processes work well. And so that’s kind of how I typically think especially with a coo.
Noah Laack-Veeder (45:05) Is that Brian Alexander?
Zo Hooda (45:08) Gotcha.
Kelly Mumford (45:09) But I would not reach out to.
Zo Hooda (45:11) Him. Oh, I’m not reaching out. Yeah. No, I was just looking on LinkedIn. No, I wouldn’t do that. Not without your permission. Of course. Yeah, I’d get mad. Yeah, not going to piss you off on the first call… but no, this is really exciting. I’m actually, I’m really excited to work with you. I think y’all are at a really interesting stage. Sounds like a lot of growth ahead and I think medallion could definitely help you… scale up efficiently. So, as far as next steps for the demo, I do have Noah and I’s calendar up. Okay. What is a good?
Noah Laack-Veeder (45:46) Day for you? So.
Kelly Mumford (45:49) Let’s look at, let me add some people to my.
Kelly Mumford (46:23) April ninth at.
Noah Laack-Veeder (46:25) 10 10.
Zo Hooda (46:27) Eastern, is that right? Yeah.
Kelly Mumford (46:30) Yeah.
Zo Hooda (46:30) That works for us. So that’ll be 11 central. Yeah, we can do that. So this is what I’ll do. I will send you a calendar invite for that hour and I’ll make it modifiable. So you can just add your team members or anyone else that will be joining directly to the invite.
Zo Hooda (46:46) The zoom link will not have a code. I’ll make sure of it. So don’t worry about that. But yeah, I’ll send you the invite, and then I’ll also send you a follow up email. We’ll kind of use that as our ongoing communication thread. I’ll basically summarize everything that I’ve learned today to have that as note. And then we can use that thread as communications going forward.
Noah Laack-Veeder (47:06) And thank.
Kelly Mumford (47:07) you and the conversation that I will have with my boss largely mimics the one you would intend for him to have with your VP.
Zo Hooda (47:18) So, any.
Kelly Mumford (47:19) documents that you can provide me on Roi of?
Zo Hooda (47:23) Course, like I’m.
Kelly Mumford (47:24) starting there with him? Okay?
Zo Hooda (47:26) Perfect. Yeah, that’ll be my homework right after this. Then I’ll get you executive related material, especially some Roi metrics. We also have a good case study with another imaging company called southwest medical imaging. I’ll send you that.
Kelly Mumford (47:42) As well. Perfect. Awesome. Zoe. Thank you. Awesome.
Zo Hooda (47:45) Yeah. Excited to work with you, Kelly. I’ll send that invite over and then, yeah, if you have any questions, anything comes up from your meeting before Thursday night, just reach out to me and I’ll get you any information you need.
Kelly Mumford (47:59) Thanks so much. Zoe. Appreciate it.
Zo Hooda (48:01) Likewise, likewise. Have a good rest of your day, Kelly, you.
Kelly Mumford (48:03) Too. Take care.
Zo Hooda (48:04) Bye bye.