Transcript
Kelli Fawver (00:00) well, hello?
Mira Guha (00:01) Hi, Kelly. How are you? Hey?
Kelli Fawver (00:03) I’m doing well. Happy April. How are you Mira?
Mira Guha (00:06) Happy April. I can’t believe it’s already here.
Kelli Fawver (00:09) Time flies it.
Mira Guha (00:11) Really does. And I know it’s been a minute since I’ve seen you. So glad we’re meeting again and setting up a cadence. And, hi, Richard. Hope you’re doing well.
Kelli Fawver (00:21) Hello, I.
Mira Guha (00:23) Think, is this everyone we’re expecting from the Raven side? I know not everybody could join today. Okay. That is fine. I don’t even know that we’re going to need the entire time today, but I wanted to make sure we had time to cover everything on your mind and if for any reason we go over, I will definitely set up more time but really just wanted to set up a sync as I’m getting all my ducks in a row and we’re kind of settling in here to just kind of have a touch base with me higher level kind of account stuff. So I have a couple things I wanted to go over today. I’m going to go ahead and just start sharing my screen and go over some agenda items before we just really jump in. I know Kelly, thank you for sending over some points. I tried to incorporate those into some of the slides today and tried it a little bit with your engagement manager on those.
Mira Guha (01:09) But is there anything else besides just kind of reminding you who everyone here is current state of some operational things we’re seeing in platform, realigning on some just priorities, making sure we’re on top of stuff for you that’s also where I put in some of your feedback points, any paint points or feedback? A little bit of information on your current consumption, and then just next steps. Anything else we might want to go over today?
Kelli Fawver (01:35) Yeah. I think really there’s just those three kind of themes that I want to make sure we cover just like making sure that we’re all aligned on the structure and how we support our clients here and how you can best help support them as well. We’ve seen some application denials. So just again, understanding like how as a team, we can best get ahead of that and not find those out after the fact when there’s like common rules that we may be able to just kind of create a guidebook for. And then again just that general support. I have seen again just some inconsistencies there. So I’d love to better understand how we can get the best support when we do have concerns pop up. And I did see a notification just this morning too. So I know there’s been some changes in that support process. So eager to hear how we can again just make sure we’re all on the same page about being as efficient as possible.
Mira Guha (02:26) Absolutely happy to discuss all those things. See where we can be more efficient, improve your day to day experiences, anything we can do. So appreciate again you sending those over. So I know you’re meeting with Nicole. I can’t remember how frequently but you have recurring meetings with her. Is that every other week month?
Kelli Fawver (02:45) Yeah. So since we’ve transitioned from Naomi, I will say working with Nicole is fantastic. We were originally doing weekly meetings but we found that moving to bi weekly worked because we were just kind of reviewing again more of these like inconsistencies or I’ll say like, you know, those more nuanced things that were popping up. So yeah, it’s been great working with Nicole. I really do enjoy working with her.
Mira Guha (03:12) Fantastic. I’m so happy to hear that sounds like bi weekly is working. If you ever want to change that back. We can definitely go with that. But obviously she’s been kind of running the show given that she is the one in the weeds with the expertise kind of in that area. So really glad to hear that’s going well. I’ll make sure I give her a shout out later. So I continue to kind of check in with her. And I definitely did before this call, I will check in with her as well after today to kind of let her know some of the stuff that’s going on if there’s anything we want to kind of prioritize.
Mira Guha (03:40) But it sounds like most of the stuff that has come up so far like she’s at least kind of aware of. So I’ll be meeting with you monthly unless for any reason we decide to cancel certain months, talk all the strategy stuff. Anything consumption contract related can go to me that’s not really so much. Nicole’s wheelhouse so that’s something I can dig into as needed. Sometimes if things get iffy, I’ll work with her because sometimes consumption can vary depending on the type of enrollment and where it sits. So if you’re ever sure I can kind of work with her and the operations team to confirm nuances like that.
Mira Guha (04:13) Otherwise as you probably saw from the email you mentioned, our support email just changed, I think if you accidentally reach out to the old email, it’ll just send you like a little email back that says, hey, just a heads up. We switched to this email address. So I think one of your questions was support bot versus support email versus Nicole is that kind of right? And just like knowing which route to go depending on the circumstances.
Kelli Fawver (04:37) Well, more so, so like if we have a situation where, right? I’ve got, you know, that example of we needed a form updated for this evernorth plan, right? And so from my understanding, it was on that task adding notes. And sometimes that seems to work good. And I get a response quickly. And sometimes I don’t and so just understanding, like if there is a task that do we communicate via that? Do we create a ticket in the portal using that AI bot? Which I know usually to be honest, it links me to a live person because, right? The questions or the situations are again kind of nuanced, or when do I email? Because I will be honest using that online ticket support? It gets a little messy sometimes and then there’s a ticket portal too, but it doesn’t seem all of the tickets in the portal match all of the tickets in the messaging. So just aligning on like again that whole flow of like when to use the task when there’s a situation on the task, when to open a ticket via AI and when to email, yeah.
Mira Guha (05:52) That is all entirely valid and can be a little bit confusing. So totally understand that. I would say my general recommendation would be if there is a task responding to the task is probably going to be fastest because that specialist is going to know exactly what the task is related to. They won’t have to like a start looking in the platform for anything compared to like a ticket. Sometimes if there isn’t a task and you have an update or a question, obviously, I’m not going to be able to go that route. Generally. I can’t remember if we have a like an estimate, but I think usually the specialist should respond within like 48 hours on that task. If you’re seeing longer than that, I’d say like that might be a great time to like you could create a support ticket and even like copy Nicole… I’d say bot versus email. I don’t really know that there’s a huge difference if I kind of like the email, if you want to be able to like loop somebody in or you like have attachments. I think sometimes that can be a little easier but I do think sometimes like the bot can like give you like spit out some of those quick responses and link you to a person live. So it kind of depends. And then if there is ever anything really urgent, I’d say, feel free to copy like both me and Nicole on something because if one of us is like not in meetings or something and can help escalate that internally, we’re happy to do so. Okay?
Kelli Fawver (07:07) Cool. Yeah, because I’ve just seen like I sent an example timeline where it’s like thought using the task was the best practice. And again, sometimes it works great where I get a response the next day and sometimes on the task, I don’t so if there’s something I can better do to like help push that forward or assign it or if there’s priority levels, I didn’t see a way to do that in past or I didn’t understand a way to do that. But if there’s something we can be doing better again, absolutely let us know so that we just want to mitigate confusion and again like the back and forth so that again, there’s less guesswork because I have seen even that happen where I’ll send an example of like, okay the evernorth for core bloom like I’ll send that and even send, you know, information about the provider. And it just seems like there’s a lot of back and forth between me and the reps. And again just like alignment. And then it kind of brings us up to that larger topic of like the ravenhealth structure. So I’ll take a pause there because I know we’ve gone bounced around a little bit here. But understanding that support structure. So task first then escalate, probably via email is the best way. Just that way we can track loop anybody in that’s needed. Because again, to be honest that like AI bot tracking thing, I’m having a hard time tracking all of my tickets because it doesn’t.
Mira Guha (08:28) understand. So.
Kelli Fawver (08:29) I’ll just use that escalation… workflow. Does that?
Mira Guha (08:34) Sounds great. And I think this is also just helpful feedback for me to take back internally about like our support processes. And since you don’t have a ton of work in progress right now, I think Nicole and I might just try to kind of take a peek at some of the stuff you’re mentioning that’s happening in the tasks. And like if there’s a lack of clarity that’s creating things to kind of get kicked down the road rather than being addressed right away, especially if that’s something where like we probably could have done a better job. I think that’s just improvement feedback for our team and maybe like there’s some process improvement or retraining that could be done for some of our specialists. So, I want to take that feedback to heart and see if we can just kind of streamline that there again just back to that kind of high ticket item for today, getting ahead of roadblocks, speeding things up, being more efficient and clear.
Kelli Fawver (09:18) Fantastic. Like I just even ran into some examples this morning.
Kelli Fawver (09:20) So if I see some of those that are good examples, would it be helpful to shoot those to you and Nicole?
Mira Guha (09:25) Yeah, I think so. It’s something that like, especially since we’re going to be meeting monthly at this point, I want to kind of revisit like, hey, I know this was a pain point last time. Has it gotten better? No more examples. Okay, more to feed my team and say, like, hey, this is continuing to happen. We super appreciate it. We don’t want you to bend over backwards and spend a lot of time doing that. But if you do see one and you want to shoot it over, you’re like, hey, here’s, a couple this week, you can send those over to us and I’m sure Nicole will continue to keep that as kind of part of her rolling agenda since she does more frequent touch bases with you.
Mira Guha (09:57) So even if you come to those meetings with some examples, she can probably take a look live in platform. And depending on Leo, the state of the enrollment, she might have a little more context as to what’s happening too.
Kelli Fawver (10:07) Perfect. Yeah, she’s been great at digging in when we’ve got questions like she’s been working to help, you know, get us on the right path and resolve some of those tasks. So I did actually already see some of the tasks reassigned were applicable and where you guys could. I know there’s limitations that we’ll dive into in a little bit here. But I will say that I know Nicole is newer but I’ve seen some significant, maybe more understated. I feel like Nicole gets it, but I think it’s just again alignment from the rest of the team that’s lacking. So she’s been vital in helping just, you know, get things moving a little bit quicker where possible, so.
Mira Guha (10:51) Absolutely. I’ll make a note of that. Yeah, she’s fantastic. And I know she is a little bit newer to medallion but I know she has just an incredible amount of experience that she lends to this to all the work she does here. So I’m super glad that that’s going well, but if we can improve elsewhere, obviously want to take note of that and make sure we’re working towards that improvement. Okay, great. Any other questions about support or different folks here? Okay. Awesome. So I wanted to kind of just do a high level overview. We don’t have to get super nitty gritty. Just wanted to, this is based on some information I was looking at today. I know we got the two instances, the vast majority of the work right now being in the managed org or instance here, a decent bit of work underway here.
Mira Guha (11:34) Kind of the highlights being that I know we’ve only gotten a couple of these completed. But so far the turnaround times on those are pretty good 22 days turnaround time from submitted to completed from requested to completed, which of course includes like time to complete profiles, intake requirements, all that stuff 56, which is pretty good compared to industry standard. I think I’m being well over 120. But overall, I think there are places where it sounds like the tasks might be kind of slowing things down. We can see a lot more efficiency with the stuff that’s open. So just wanted to kind of highlight some of these. It looks like we’re just not able to move forward due to like an incomplete profile as well as what I’m seeing in the notes and statuses on the ones that were requested here and feel free to jump in if anything I’m seeing is actually inaccurate or I’m missing something good number that are processing with the payr. The oldest one that I could see was submitted February tenth. So not too bad. And then 10 processing with our, I think mostly our applications team, a decent number in intake completed, but not that bad. Most are in the intake process, maybe some sort of task or a task or a profile requirement. I think I saw 18 tasks over 21 days, which is not that bad. And there might be a reason why you don’t close out that task if there’s something you can’t act on. So I personally don’t generally see that as a terrible metric. I saw someone yesterday who I think had like 130 in task over 30 days. So if we need to do cleanup eventually just kind of for efficiency sake, we can. But I’d say 18 seems totally reasonable right now and Nicole could help with that cleanup as needed. Sorry, I don’t know why that says licensing. You can ignore that. But other than that, 14 stopped mostly just actually I’ll go ahead and fix that.
Mira Guha (13:28) Sorry, I think there’s some typos here on my end but not seeing anything super glaring here as far as like tasks not being completed. I know there’s some questions obviously about tasks and task clarity and then like applications that were stopped and denied, do you have any questions on that? So, Mira?
Richard Wagner (13:50) I’m going to jump in here. So you said there’s nothing glaring here. This is where I got to disagree. The thing we are really struggling right now to show the value to our end users, our customers with what we’ve got, we’ve purchased from you. I outlined this in my email. I see the two completed there. I believe that’s only one because I think one of them was already completed and medallion didn’t have anything to do with it, right? Am I wrong? I?
Kelli Fawver (14:22) Think actually both of those and again, correct me if I’m wrong, Mira, but I think both of those were situations where the provider was already approved. So it’s a completed task, but it’s not anything like it was already approved… you know, application. We just got confirmation now.
Mira Guha (14:42) Okay. Yeah.
Richard Wagner (14:44) So there you go. So you guys have yet to facilitate a single completed enrollment. And this is a far cry from what was sold to us, you know, almost six months ago. We, I think we kicked off the engagement four months ago, but the sales process with that, and when we were sold, we were told to 90 days is what we could expect. And so we actually started marketing this to prospects. They came to us because, you know, they believed us and we’re dealing with a lot of pushback now. And this is, it’s created just a really tough situation for us and our customers where we can’t show value. We had a customer churn this week because of this exact issue. It’s I’m really struggling to see the value that you guys are producing for us right? When we, and, this is like just on the specifics of what we were sold. I mean, there’s other things too like we were promised sales enablement stuff, a bunch of things. And it’s like the last, the only thing I’m seeing right now when I look at the numbers is we haven’t processed a single enrollment. And we also make it worse for customers because we go down the path start this and then find out two, three weeks in enrollment request has been denied because the network has shut off their, you know, but the credit gets burned for both us and our customer. It’s just a shitty situation. And I, there’s no other way to say it. And I, you know, I got nothing but questions right now looking for answers. I.
Mira Guha (16:28) See totally understand the concern and frustration there. I’m sorry, I wasn’t aware of the situation with the two completed enrollments. So I can check in with Nicole on that. I know one of the biggest pain points that kind of came up. I think Kelly from your email was trying to get ahead of any requirements or potential blockers when you submit a request and then hearing back actually needs to go through this process… panel closures. Unfortunately, there’s not really anything we can do. We won’t know the panel is closed until we submit the application and hear back from the panel. We can try again later but there’s only so much we can do there. If they say they’re not accepting as far as like requirements or processes. I think you gave me some examples today. And I did run those by Nicole. It sounds like as of right now, that was another one where our team wouldn’t have been aware until submitting that the process was different based on the requirements we were seeing and kind of the discovery that we did. I can definitely see if we can kind of dig into that a little bit. Again. I know Nicole did add a note on that particular one to the project plan going forward. So we know how to enroll for, I think that was the Aba just being that kind of different use case or specialty if that’s correct. So, yeah, sorry, go ahead well.
Kelli Fawver (17:42) Because I’d like to further explore that because that’s a common one where we’re seeing, right? We often are going to be linking with this payer and apparently it got sent in as the wrong kind of application. But what we need to understand, is that something we did wrong in the way that we entered information? Or how can we ensure that these applications are submitted the right way? And I hear, right? Nicole did submit a project plan and I understand that’s kind of like an overarching like rule book for us saying like, hey, you know, again, this is kind of like guidance for this group. So is that going to ensure that every time we create an individual provider? Because going back to kind of that larger ravenhill structure, you know, we’re that third party liaison and we work primarily with a lot of startups. So it’s going to be one provider, maybe two, three like we’re never going to, I don’t say never. But like most of the time, it’s not going to be this huge multi provider project, right? The majority of them are going to be smaller and they may ramp, right? That’s kind of the expectation. So.
Richard Wagner (18:56) These.
Kelli Fawver (18:57) applications should always kind of have that assumption of if it’s supposed to be titled autism, Aba, bcba provider… can it just be labeled that way proactively on the front end? Because right now, what happened is right, that application got denied. We ultimately would have to potentially submit a new application which I hope we’re not charged for because again, we’re not understanding where that breakdown is in how that got submitted that way.
Mira Guha (19:26) Okay. Gotcha. I can definitely see if we can dig into that a little bit more. I think there can be nuance depending on what like Aba specifically versus like I talked to someone yesterday where the confusion was actually lines of business. Like they actually didn’t want the line of business, and they unfortunately requested it wrong. So we moved forward with submitting it the way that it was requested. Aba, I’ll admit, I’m not like as familiar with just how exactly that would change how we’re submitting the request. So that might have to be like a bigger conversation with Nicole as like whether like all of our requests should definitely have that included. Okay?
Kelli Fawver (20:02) All of our providers are going to be Aba providers. We might have some speech pathology that, you know, as well, but, and correct me if I’m wrong, rich, but I’d assume that in our profile again, that’s kind of that alignment piece that we work with Aba providers. We work with bcbas. We work with rbts, we don’t work with other types of credentialing right now. Okay?
Mira Guha (20:30) Got it. Okay. Yeah, I think that’s helpful information for me. I think it sounds like do you know when Nicole said she started kind of working on that project plan for you. Was it when this issue first started?
Kelli Fawver (20:40) I think it was about a month ago that again, I saw this happen. I’d have to pull together some further notes, but I think I saw this happen twice for two different providers where it’s like again misalignment on how the application went out as whether it needed to be under a bcba or Aba or what delineation it is… gotcha.
Mira Guha (21:09) Sorry, just writing some notes. So I know how to follow up with her and seeing if I have anything from her notes back. Yeah, I know she said this was updated in the project plan. Okay. Yeah. So I’ll go ahead and touch base with her. It looks.
Kelli Fawver (21:25) Like you cut out. Rich, did it cut out for you as well? Or was that me? I think it’s you, Kelly, did I freeze?
Mira Guha (21:30) Yeah. Turn off my camera if that helps. Can you hear me?
Kelli Fawver (21:33) Is it me?
Richard Wagner (21:35) I don’t know. I’m working you Kelly?
Mira Guha (21:39) Can you hear us? Okay?
Kelli Fawver (21:42) Hello. I can hear you right?
Mira Guha (21:45) Now.
Kelli Fawver (21:45) Is that me?
Mira Guha (21:50) Can you hear us all right?
Kelli Fawver (21:55) I think she’s did?
Mira Guha (21:56) We lose her? The internet may?
Richard Wagner (21:57) Have cut out.
Mira Guha (21:58) Okay. We can give her a few seconds. This happened to me last week, so I don’t know how that goes. Looks like she’s trying to rejoin.
Kelli Fawver (22:17) I rejoined because I didn’t know if that was me. I.
Mira Guha (22:21) Turned off my camera just in case, because I was telling Richard my WI fi went out mid call last week. So I’m trying to, if I can reduce the bandwidth then maybe that helps.
Kelli Fawver (22:30) Absolutely. Sorry about that at all. No.
Mira Guha (22:32) No problem. Okay. Yeah, I think this is kind of giving me a little bit more color as to the situation. So I want to go back and see if I can try to get a little bit more context with Nicole. I think a bigger conversation is, I don’t know if we have any kind of written notes from our team as to where we can get ahead of certain requirements versus those, where it’s really hard to say we might not know until we submit. The way I heard it from Nicole. Made it sound like this was one where we wouldn’t know until we submitted, but let me go back to her. Given it sounds like maybe this was information we should have had beforehand. So I do want to go check back with her.
Mira Guha (23:10) And since it’s in the project plan going forward, I’m hoping it won’t be an issue ongoing, but of course, I want to make sure that’s the case. Any other, yeah, go ahead we?
Kelli Fawver (23:20) Have asked for like a cheat sheet essentially, right? Of like, hey, give us a guidebook of like, hey, optum for example, right, requires five providers to be considered a group. So we’re not going to waste our credit on submitting a group application anymore. If they don’t have five providers, we just know that’s a waste. And so, again, I think that’s something that as a learning lesson, right? We’ve created our own crosswalk because medallion hasn’t been able to support that initial collateral that we thought we would be getting to help support and guide us through. I mean, yeah, it’s great. We’ve got a spot to put all our documents, but I’m going to be quite Frank here like that’s. All I’m really seeing from the portal is it’s just a spot for us to hold all of our documents. And then, right? Like it almost seems like the providers that are doing this themselves are getting credentialed faster. And so again, I want to kind of explore that value that rich mentioned because it almost seems like there’s more complexity. Like again we’re creating these cheat sheets. I will say Nicole was able to provide some like crosswalk recently of like, hey, for example, right? Blue cross, blue shield, Florida is called lucet. That is helpful to some degree. Yeah. But again, it almost seems like we’re wasting credits like I feel like the way you guys have it structured in the system, it is pretty helpful. Like if you type in blue cross blue shield, Florida, lucet will come up, it’s kind of, I hate to say it, but that cheat sheet is not as helpful as again, hey, optum requires five providers for a group, right? So I’ll you know, leave that where it is.
Richard Wagner (25:03) You know, Mira Kelly’s being nice here’s. The thing. Like I said, we just expect results like we, your literature, the sales process sold us on. Like the reason we went with you guys was versus some of your competitors. It was like 60 to 90 days. Get your, get, these people credentialed quickly. We’re dealing with startups. The longer they take to get credentialed, the higher return risk they represent to us. They’re going to leave us go somewhere else. We’re seeing that happen, right? And it’s longer for us to get paid from our customers. So that’s a big issue. The other is like we’re failing to see the value here because in effect, what you guys, the platform is just looking like it’s a router, right? Like a clearinghouse, and where if errors are made, it’s on us or our users. It’s like hands are washed. It’s not acceptable. And so we either need to rethink this relationship or some things need to change really quickly. And, you know, again, it’s been four months since we started here. Not a single enrollment has been processed. This is a big problem for us for me personally, yeah.
Mira Guha (26:10) Totally understand and hear you on that. I think I need to kind of realign internally and see where we’re hitting these roadblocks and where we can get ahead of those. As far as I’m 60 to 90, you know, can be pretty realistic for submission usually for things like medicare medicaid, a lot of other commercial payers, we are seeing slower than that. So I apologize if what was communicated to you is, you know, not really accurate there, but of course, we want to see where we can make this as efficient and speedy for you as possible and help you see those results. So definitely going to be taking this feedback internally to our team and seeing if I can help work with Nicole. And as we continue to have these meetings address that feedback and see it improving, you know, across the platform for both your instances. Any other feedback? I’ll also kind of check in. I know the value add you were asking for when it comes to kind of resources for payer requirements. I realize that’s something a lot of folks are looking for. I’m not sure what we have to offer in the way of that. It’s hard to of course, store that static because sometimes those things can change. But I can see if there is anything our team is working on that we can share. Is there anything else you feel like you’re looking for? Or something that you were promised? But you’re not seeing?
Kelli Fawver (27:29) Yeah, absolutely. So we covered the general support and the kind of application denials and opportunities for improvement. There. Another huge opportunity that I see Mira when we pull up that right there’s like 34 provider tasks again kind of going back to the first bullet there of the ravenhall structure and task assignment. There’s a lot of inconsistencies within how tasks are being signed out. So I do have an example for like example this morning, learn and blossom got sent a DocuSign and this task, I believe it got assigned to her which is appropriate. And that’s how they should be assigned is to the provider directly. So that’s fantastic that’s the expectation I know for group enrollments that’s not possible. So fair enough. Okay, that doesn’t work for group. I will have to be that liaison. But for this example, for evernorth, where it’s a DocuSign that the provider has to sign directly. It’s a minimum of seven touches because it goes from the payr to medallion, from the medallion task to me. And then I sent the link to the provider because the provider emailed me and said, hey, I got a task to sign this DocuSign but I don’t see the information I need. So I sent her the link. So it went from me to, the provider back to me to confirm. And then it goes from medallion to the payr. So again, a minimum best case scenario, seven touches at this point between this provider and me, it’s been 10. So again, that seems like an excessive amount for a simple DocuSign task that all of the information should go directly to the provider instead of what I’m seeing as this teeter totter back and forth between medallion providing maybe path information, not all the information. This was a task that again just got assigned. This morning. We went to DocuSign. We followed the link that was provided and we got an error. Okay. So then it’s just these scenarios where it’s not streamlined. It’s not effective. And we’re a small company. We’re a startup, right? So having to touch all of these tasks multiple times a day is again not acceptable. We can’t do that. And that’s not what we were sold. So we need to help figure out how these tasks can be reassigned to the appropriate parties and also including all of the information that they need to complete those tasks. Okay?
Mira Guha (30:11) Gotcha. Thank you. That’s a really helpful example you said and sorry, which I know you said the provider’s name was blossom, which payer was this for that? The example came up today?
Kelli Fawver (30:19) Yeah, it’s learn and blossom and this is for evernorth. Okay?
Mira Guha (30:24) Gotcha. Yeah, I think that’s what this point here. This first point was meant to touch on. Nicole mentioned that this was a pretty big pain point when I went to her with your agenda items last night. So this is something I want to take back to product. Certain things. We can just update your project plan and our intake enrollment team to send tasks to providers. Some are automated. It seems specifically like you said for the group pieces, I believe one of the kind of enrollment leads we have on your account, said wherever possible they will assign to the providers. What I want to see with our product team is if there is any way to go around the automation. Unfortunately, I don’t think that is a possibility. I think that’s how it is platform wide for all clients. But obviously, it sounds like the number of touch points that are having to be involved here is really not working for you. And did you say the link didn’t work either?
Kelli Fawver (31:20) Yeah. So within that task for learn and blossom and evernorth, you know, they provided a DocuSign, which again, it should be a fresh link. It was just provided this morning. So then we follow the link and I provided a screenshot of what it brings us to. It brings us to a page that says that we have to follow the directions in the email. Well, we didn’t get an email. The provider never got any email. We just get a task assigned to us with this broken link. Again, that’s not efficient. Why aren’t we getting that DocuSign email from the payer, if that’s who needs to sign it. And when I say we, I mean the provider, whoever the provider is, it shouldn’t be going directly to medallion and then to me and then the provider back to me to tell us it’s broken. And again, it’s just not efficient. Yeah.
Mira Guha (32:10) Totally understand that. I’m going to go ahead and use this example when I take this to Kelly in operations today and see if there’s any workaround we can put in around also like you said, the steps being confusing and the link not working, that’s a problem. So, I want to see if we can figure out what’s going on there and prevent that in the future. But that example is really helpful. So, thank you. So I’m going to go ahead and take a look at that example. Anything else with tasking? It sounds like tasks wherever possible should always be going to the affiliated provider. Is that correct?
Kelli Fawver (32:40) Absolutely. Yep.
Mira Guha (32:42) Just to make sure I have all my ducks in a row there. Okay? Yep.
Kelli Fawver (32:46) For whatever email is provided on their record because again, usually right there’s going to be an org and one bcba associated, there might be a couple providers, right there could. But then in that situation, right? Each task should go to that provider. Now, I know for the group we have dived into that it can’t really delineate which provider is attached. And even if we have that group official, which I know is always required. So I’ll.
Mira Guha (33:11) say when.
Kelli Fawver (33:12) we, you know, right? It can’t attach to that group official, which is really again unfortunate. Because then for every group task, we have to become that middleman, which again, if that’s the understanding and we know that, okay?
Mira Guha (33:25) We’ll.
Kelli Fawver (33:26) circumvent that, how we can, but that along with each of the individual provider tasks like a DocuSign, there’s I’m not understanding why we need to be involved in that DocuSign conversation at all. Okay?
Mira Guha (33:49) Got it. Okay. Taking that note back to see. And I do think unfortunately, that makes y’all, a little bit more unique compared to what most of our clients are doing. But you’re not the only ones who are kind of more of a third party. So want to see if maybe I can find some examples of what other folks might be doing in this case and get back to see what kind of workaround we might have available for you? Yeah.
Kelli Fawver (34:09) And I mean, I know we’ve got a unique structure. I get that. But if there’s a way that we can do this again better, we’re open to solutions, it’s just this isn’t effective. The way we’re doing it today. If it’s the fact that we have to have each account separate. Maybe. So, be it, right? But this is just really not effective to get our tasks and our work done… love it.
Mira Guha (34:41) Okay. Got it. Anything else there? I think I kind of have the bottom line and a little more detail and examples, but any other feedback there? Just so I can bring the full picture to our team. Yeah.
Kelli Fawver (34:52) I mean, I’m not going to, you know, beat a dead horse here. But again, it’s just kind of disappointing that all throughout this process, right? From the sales to working with Naomi and I’ll say like again our experience has been way better working with Nicole. But again, I’m not sure there was quite that alignment with Naomi like, it seems like all throughout this process, we keep having to reiterate, I know we’re a special snowflake, but there’s nobody else who’s not a direct like right there’s, no other third party liaisons there’s no, nobody else that bought in bulk and is supplying these to providers individually. I hate to say, but I find that hard to believe. And if so, then Mira, I wish we would have known that going into the beginning that we haven’t supported your structure before and, you know, we might run into some roadblocks because again, we came into this understanding that this was again, yeah, we’re going to make this streamlined. It’s going to be fast. It’s easy. But I keep hearing, well, you guys are unique and yeah, being special is fun but like not when it creates broken processes and we get that misalignment right? Like it just creates that again… just feeling of like… what’s getting lost in translation all throughout. And again, I do feel like Nicole is hearing us and trying to make it better, but it keeps coming back to, well, you know, you guys are unique and we don’t support that structure which again sucks that we didn’t have that understanding in the beginning… totally.
Mira Guha (36:29) Understand. And of course, I apologize for that. It wasn’t there in that process, but it seems like we really could do a better job communicating and trying to, of course, make this work. Given that we did sign this agreement with you. So totally hear you on that front and I want to see if we can kind of get this resolved once and for all and find some sort of long term solution.
Kelli Fawver (36:50) Okay. I really appreciate that. And I know rich had mentioned too, and we spoke about it a little bit earlier too about like those denials where we’re reprocessing we would appreciate. And I know rich isn’t here to advocate for this, but I know we’re kind of holding the invoicing if we can have you look at that Mira about any of those denials that we may be incurred again as a learning experience. It sucks and we’re willing to learn from that. But I don’t think that’s fair for us to be charged for that learning experience because again, we’re… eating that cost for the providers. So anything that you can do to help look at those denials and make sure that we’re reprocessing would be really helpful. I’ll.
Mira Guha (37:36) definitely see what I can do, see if we can take a look and if any kind of credit is warranted. Unfortunately, it’s not my call to make, but I can definitely relay just the frustration we’re experiencing here… as well as just like trying to find a long term solution. It sounds like there was kind of a we’ve maybe hopefully figured it out going forward. This was probably more of a one time thing, but I’ll go ahead and see if I can check with our both operations and leadership to see if we can maybe try to do any credit there. So hopefully I’ll have an update for you once we’ve had a chance to review. Do you happen to know off the top of your head just how many of those there were? And I can go back here and kind of see how many were stopped? Sorry that’s the, what?
Kelli Fawver (38:19) I’m seeing is a lot for that opt on, right of like, okay, you need a certain number of providers which again, like it sucks that we didn’t know that before or that it’s like, well, then we wouldn’t have submitted all these but we have been getting a flood because we’re advertising this and people need help in the Aba space, getting credentialed, they want to get their businesses up and running. So they’re coming to us and right? We’re working with again a provider that think about it, right? Just to put it in context, Mira. It’s usually a woman our age, I’m not trying to assume your age, but, you know, right, young woman trying to start their own business, they work a full time job and they’re venturing out on their own, trying to start this on like I’m having onboardings with people at seven PM because that’s when they get off from their day job and that’s when they have time to onboard and try and get their business up and running. And they’re trying to get this up and running so that they don’t have to keep working two jobs for so long. And we’re prolonging that experience for them. They come to us so excited and they’re like Kelly, we want to get going like we’re excited. You know, I really want to help these kiddos in my area. Right? There’s a lot of need. And I’ve got these kiddos on a wait list, right? I’m going to start my own business and they can’t get their business or pay their bills or right? They have to hire staff to start their business. And we’re halting any of that because we promised them. And just to confirm to Mira, I have reset that expectation when we onboard 120 days across the board. I’m resetting that just so that we come in sooner, great, 60 days. Hey, we cut that in half, right? We always want to, you know, like set those expectations so that hopefully, you know, we’re not extending them anyways. So just to clarify, I have been per guidance of Nicole again to just reset those expectations and let providers know as a theme. We’ve been seeing it trending longer. So we have been doing that to help just alleviate any pain there. But again, long story short, it’s ultimately the trickle down, right? It’s that revenue that ultimately we’ve had providers just say we trusted you to help us open our business. And F, it, we don’t trust you anymore and it’s really unfortunate. And I mean, right, I’ll take ownership of that too, right? Tasks delayed, right? It’s a couple days until we get them their signature. It’s expired by then, right? It’s that trickle down effect. So, I’m not going to put it all on you guys, right there’s a partnership here, but there’s significant efficiencies that we can see for our just the way that our structure is. So anywho again, not to beat a dead horse. I know we’ve reiterated it multiple times here, but thank you for taking the time to listen to us Mira and just understand that again, these are causing, right? They’re startups, we’re startups. We’re all just trying to help each other at the end of the day. So however we can do that, we want, to succeed and we want to help you guys succeed too, right? We want to be able to say, yeah, medallion’s great. We partner with them and it’s a really awesome experience and we’re going to a trade show in may. And to be honest in our sales conversations, we’re like shit. Do we even advertise that we’re doing credentialing? Because right now, we couldn’t sustain it?
Kelli Fawver (41:50) And that’s an unfortunate opportunity. We’re going to San Francisco and there’s a lot of opportunity out there. A lot of people in California that need help and credentialing, especially, right? And I know a lot of lines are closed. So again, thinking about that for the future that’s something that if you guys know, hey, certain lines of business are closed in Cali, let us know that way when we go to this convention, we have a little bit more insight and can speak to any of those nuances that are going on in California that would be really helpful… totally.
Mira Guha (42:24) Totally hear you on that. And I just want to reiterate from my side that I’m really sorry this is the experience you’re having. I knew there were some issues that come up with that email from Richard. I was kind of under the impression that those had improved. Obviously that’s not the case. So I want to see if we can get you back on track as far as next steps. I think I have a good bit of kind of solid feedback as well as just kind of general sentiment that I can relay to our team to help see if we can really prioritize working on improving these efficiencies just like you said… I know we’re just about at time. I want to send this deck over to you. I’m sorry about those typos, I’m going to clean those up. There’s a little information on consumption in here. I know there was a request to evaluate for potential credits. So that’s one of the feedback items I’m going to have for our team as a follow up. I’ll see if I can check in with Nicole before your next meeting with her. I’m not sure when that is. I know she’s been submitting tickets internally to certain teams about things like the tasking, a couple other items here with enrollment. So just want to again reiterate that I’m really sorry that this is the experience you’re having. I want to see if there’s anything I can do to make it better long term. And hopefully by the time we meet this Thursday next month, we’ll be working towards some form of progress. But a lot for our team to kind of evaluate and see what we can do. And hopefully I’ll have some concrete next steps here. Okay?
Kelli Fawver (43:48) Fantastic. And again, Mira, I really appreciate you taking time to a meet with us and B really truly listen to us like that. That does mean a lot. I do have that bi weekly with Nicole then next Tuesday or I’m sorry, Wednesday, next Wednesday the eighth. So again, it’s been, it has been refreshing working with her. I’ll say I was a little hesitant in the transition but she has, I feel again been able to listen kind of simultaneously slow down really truly like even if it’s bitching she has listened and again made those efforts like saying like, okay, we’ll get a project plan together. Let’s try and make this better. And again, I have seen the needle change. So in the last month, it has gotten better. But again, there’s still opportunities for efficiency. So again, Mira, like I don’t want, I think there’s opportunities, right? And I think we can do things better. You know, there’s a lot of opportunities that we can take away from, you know, on the medallion end, I hope from again, like we’re a special snowflake, I get it. But how can we kind of make that better for maybe additional folks that maybe, you know, onboarding in the future? I want to be able to tell that because that is a common conversation actually that comes up at conferences too is credentialing, it’s like that’s a hotspot. And so we want to be able to again advocate medallions helped us. They’ve been great partners, you know, because they’re going to have that same structure. Most likely of, you know, hey, we’ve got providers that we need to get rolling. So, you know, we’re committed to trying to right the ship. And so, I’m eager to hear Mira in the next couple weeks on how we can continue to partner together and keep moving that forward.
Mira Guha (45:31) Absolutely. I’ll see everything I can do. There is a chance I might need to move our next meeting now that I’m thinking about it, but I’ll let you know nice and early. I’m going to be out the last week of April. So just to make sure I’m coming into the beginning of may for the next meeting, ready to go, I might see about a week. I’m pushing that meeting like by one week, but I’ll see what I can do ahead of time. There will be someone covering from the am side if we do need to escalate anything internally. So I can share some information on that if that’s needed. Otherwise, I think I have my follow ups here. And just like you said, yeah, of course, we want you to feel like you can recommend us. The fact that you can’t right now is a huge red flag on my end. Happy to listen in time. Glad that Nicole has been seeing, you know, helping push for improvement. But of course, we want to make sure that we’re seeing that across the board and long term. So I do have to hop, but I really appreciate your time today, Kelly, and your candid feedback. That is just important that we hear. So I will be following up hopefully by end of day here or first thing tomorrow with my takeaways from the call, hopefully some follow ups for you. And I hope you have a great rest of your week you too. Thank you. Goodbye.