Transcript
Brendan Cherry (00:00) hi Dina.
Deena Clifton (00:03) Hello there.
Brendan Cherry (00:05) We go. How you doing? I hesitate to ask but how’s the ehr piece coming along? You? All right?
Deena Clifton (00:11) We’re still going, but so far so good. And I’ve back to back zooms this afternoon. So I’m at home. So, apologies in advance if my dogs bark a little bit, I’ll mute myself quickly, but most of the time, but of course, when you want them to be good, they act out, so.
Brendan Cherry (00:28) Yeah, no, that’s all well and good. I know my dog uncle Stanley is turning two next week and this is his feisty hour. So you won’t hear anything though because I have these noise cancellation earbuds work fairly well?
Deena Clifton (00:40) Well, that’s, good. Yeah.
Brendan Cherry (00:43) And I have a couple of colleagues joining today, so I’d like to introduce you to garrison, our director of sales and Hassan who’s our director of solution consulting. And I’ll let them introduce themselves briefly to kick us off.
Garrison Goodman (00:55) Yeah, nice to meet you. I look after the sales team here joined about six months ago. Brennan and I have worked together for a while, so not a new crew here. We go way back, but joining earlier stage companies and growing to later stage. But yeah, nice to meet you. I’ve been following along with Brennan on the side.
Deena Clifton (01:15) Okay. It’s nice to meet you.
Hassan Zahir (01:16) Yep. And likewise, I’ve been following along. I hit the solutions consulting org here at medallion. Noah who was probably on the earlier calls is who I support or maybe he supports me is probably the real way of saying it. But happy just to be here while he’s got the day off watching over his newborn daughter.
Deena Clifton (01:35) Aw… sweet. It’s nice to meet you.
Brendan Cherry (01:39) Excellent. Yeah. So Dina, I thought for the purposes of today, as you mentioned in the email, I think the idea was we wanted to kind of show you what our pricing and SKUs look like along with what we perceive to be the initial Roi. And what I don’t want is to just suggest that this is exactly what the Roi is. I think we want to kind of get your take on it and make sure that you know, one it aligns with your operational reality. And two, you know, when you go to speak with your CFO and CEO, you’re confident in what we can deliver, you know, from an economic perspective and, you know, a perfect world. I think, you know, to that point presuming this all goes well. There’s still some nuances you know, devil in the details around implementation to discuss, and certainly, if you have technical questions, feel free to ask those as we go along. But I think that will a lot of the things around implementation, who owns what, you know, the particulars of the payers and how we integrate that will probably come from, you know, other sessions where we go much deeper into that. Does that align with your goal for this meeting as well or anything else we should? Yeah.
Deena Clifton (02:55) I just really need to get some sense. I was actually talking with our CFO this morning and he’s very supportive of finding a solution. I think we just have a few business restraints, right? If depending on how pricing comes back, we may have to do RFP and stuff. So I’m just, you know, hoping for good news today and then we’ll see where we go from here.
Brendan Cherry (03:20) Sure. Yeah. So we can talk about all that today very much meant to be an open conversation. So this is just the thesis that we put together and hopefully it aligns well with what we spoke about and what you can hope to receive. So with that, yeah, sorry.
Hassan Zahir (03:37) Really quick, Brendan, and Dina, like I’m sorry, like I was always that kid in class asking questions and raising my hand because I wanted to know the answers to the test, you know, when the test was coming up? Is there a threshold where you do have to send it out for RFP? Like is there a way where we can say, hey let’s partner, let’s try to get under a given number. Does that sort of threshold exist?
Deena Clifton (03:57) It does. But I don’t currently today know what? That is. Okay. That doesn’t mean we can’t reconvene before I take information to them and figure that out. I just didn’t have enough time today to flesh all that out.
Hassan Zahir (04:12) Okay. Fair enough. But.
Deena Clifton (04:13) They are supportive of finding a solution. So my hope is that it doesn’t have to be too painful. I have a process to go through and.
Hassan Zahir (04:23) we want to partner with you. And so that’s why I figured I would ask, thank you for indulging me there. Yeah.
Deena Clifton (04:27) Absolutely.
Brendan Cherry (04:29) Yeah, the less pain, the better, certainly. And so this is a brief couple of slides that, you know, I think directionally accurate and something that you can bring to leadership when you go to discuss the numbers. But essentially, this is kind of the main thing that we’ve been discussing. So, yeah, you know, I think, you know, from talking to you, it kind of comes down to a couple of things. One is, you know, your words, the process today is very rigid and that leads to kind of a 90 day blanket turnaround time for getting all sorts of payers enrolled and none of them are able to see any patients until that time has passed. And so what we’re looking to solve is kind of, you know, reduce those times and find an ability to be a little bit more dynamic with how we get providers in front of patients such that they’re more productive early and, you know, avoid consequences like, you know, you’d mentioned the case of someone coming on board and then deciding to go elsewhere considering the long wait they would have until they see providers. And so one of the things that I was thinking about in terms of that statement is when, and maybe, you know, but it’d be helpful to maybe get an understanding of when these providers sign on with you. Are they also receiving any salary? Any benefits while they’re waiting? Or is it they have to wait 90 days for any type of payment?
Deena Clifton (05:44) They’re not even offered a start date until 90 days out. Okay. Got it. And sometimes that’s a bit longer because they actually start at orientation the first orientation after their 90 days. So it, and orientation’s every two weeks. So it actually could be 90 days plus orientation, potentially a week and a half, two weeks before they actually come on board.
Brendan Cherry (06:09) Okay. Yeah, helpful to know. So the orientation schedule also, you… know, has some impact into how quickly they can start seeing patients. Okay, great. And with that, you know, with that being said, the products that we’ll get into in the SKUs, are sort of centered around these problems. One like how quickly can we get providers onboarded essentially get all their data validated? And in the system? Which is a big part of what medallion does is, you know, centralizing that data and that profile, doing it quickly in a way that’s efficient and kind of reduces abrasion from the providers so that we can then act on that data. And typically that’s you know, leveraging it to fill out payer enrollment forms, state licensing, and so on. Then the other big aspect of this is the ongoing monitoring considering looking at what the information that you had sent there’s you know, about 199 providers with on average 16 payer relationships.
Brendan Cherry (07:06) How do we monitor all those activities and revalidations throughout their, you know, life cycle with you and give you full visibility into that. We can also talk a little bit about the facility enrollment piece which I’m not sure is a main driver but, you know, something we can cover considering you have a few locations coming on. If that all sounds good. I’ll go to the next step which really kind of comes down to two pieces. If you think about the Roi argument, there’s the opex, which is fairly simple to define. And then the revenue acceleration. So moving to… the opex, this is essentially, you know, kind of like you may have or I’m sure that you would have better visibility into these data points. But I think a big part of the economic argument is, and one of the main drivers of this is having had five staff and lost, you know, having recently lost two. You know, do you essentially replace those full time employees or backfill those positions or leverage technology? So this is what we’re trying to capture here. You know, relatively straightforward. I think the one thing to call out coming out of the last call you had mentioned using modio and, you know, there was an element of possibly like could we replace that cost as well? But actually, you know, question for you. I would imagine that modio is used in the credentialing process. And we’re not, you know, looking at credentialing as in scope for this. Do I have that? Right? Is modio a big part of your credentialing process today? Or is that something that could potentially be replaced by something like medallion?
Deena Clifton (08:42) So, modio, they only use it for tracking. So they have multiple ways. They’re tracking people. They’re tracking people via a spreadsheet, so that there’s some visibility across the agency. They’re tracking people in modio, just so they really can send out alerts when things are expiring. I absolutely would be looking to roll whatever benefit we’re getting out of modio into what other solution we end up going with.
Brendan Cherry (09:15) Okay, great. So then that, if I hear you correctly, then that is a cost that could be sunset by leveraging medallion?
Deena Clifton (09:23) Yeah, those were my two big things were staff and modio. Okay. Do we?
Garrison Goodman (09:30) Have an estimate of the cost right there Dina?
Deena Clifton (09:33) I don’t I tried to get it and then people were out and I was not able to.
Garrison Goodman (09:38) Okay. Yeah. These are the averages. We see. It depends how it’s deployed, how it’s being used, where your contract is, yeah.
Brendan Cherry (09:47) Yeah. And I’ll send this to you after. So if you do, I’m sure you have better data than I do. So you can make this more accurate. I actually left considering that I thought to leave modio out of the overall Roi analysis so that’s something that could be added in. But ultimately, I think this piece is fairly straightforward. It’s one to one and very easy to understand. This is where I think it gets a little bit more interesting and it would be great to get your input. You know, we looked at the payers that you sent over and ran some averages and let me kind of take a step back to kind of explain what you’re seeing here in terms of how we came up with these numbers. This looks at staging the provider’s ability to see patients based on how quickly we can get them enrolled with certain payers. And so the quickest is medicare and that’s within 14 days. In theory, a new provider comes on if you’re able to sort of smart route these patients, this is showing that you could have them productive within 14 days. And then in another, you know, 1,415 days, another layer of commercial payers come on board uhc, optum, Aetna, so forth and so on. And so the restrictions become less and less as you go forward. But the idea is instead of waiting a blanket 90 days, you know, routing patients based on their coverage to providers based on who they’re enrolled with, you can make them productive early. And then seeing accelerated revenue as opposed to just waiting 90 days. Conceptually, does that make sense? And does that align, you know, with your operational reality and kind of capture what we had discussed?
Deena Clifton (11:37) It’s the only thing that I see that’s a bit different from what our experience, is for medicaid, we see typical enrollment much quicker for a good portion of our providers that already either already are licensed or potentially already have a contract with medicaid. And we’re just adding our location. So that… would probably be my biggest target along with the mcos because those kind of go hand in hand together. That only makes this case better if that time is shorter, but that’s the only thing that I see that’s a little bit off everything else seems.
Hassan Zahir (12:13) Yep, indeed. Forgive my ignorance here, but that was part of like what we were discussing in terms, forgive my ignorance from your process. But that’s part of what we were discussing internally is like, okay, they’re adding new providers but how many of them are new grads where they don’t already have an existing medicaid contract from already doing work? We do realize that some of the commercial plans are going to require that medicaid id before you can even get enrolled with them. And so, like part of this is like, how can we optimize this? But this is more so a design to show you that medallion has the way to track these things to identify who a provider is in network with and really start unlocking that capacity on day one. So we can also pass this information to a scheduling system. If you have a scheduling system or we can build out custom reports so your schedulers can look and say, okay, we know these are the new providers. They know who the current providers are. But if they know the new providers, this new provider came from somewhere else, they have a medicaid id. We’re submitting that contract just to get them working with you. And we know that’s like three to four weeks as opposed to the full drawn out process. And it’s like, okay, now they can start seeing these patients and now they can start seeing these patients. And so to your point, it makes our case better. But we wanted to be as conservative as possible here. But does that sound like something that would be feasible?
Deena Clifton (13:32) Yeah, it does. And to answer your question, my biggest problem and my biggest issue right now is that it’s a blanket for everyone. So we’re not really taking. And when I say we, the department and the people who are currently in charge of this because I’m newly over it, don’t take into account the actual candidate and what they already have or what they may not need to start with. So, it’s just we’re telling everybody it’s a, and I just, I don’t believe that’s true. In my experience at our other agency, we get people going much faster. And in this, at this particular role, at the fqhc, they credential and then hire. And I’ve always worked at an agency that hired and then credentialed. So we had all kinds of motivation to get that done as quickly as possible. And so it’s a bit of a shift for me and I’m not quite fully on board with the 90 days. I don’t even know if I’m necessarily on board with 60 days for the bulk of our patients because we see as an fqhc, a lot of medicaid and a lot of self pay that they could be seeing.
Hassan Zahir (14:38) Just.
Deena Clifton (14:39) answer your question with a really long and passionate answer because I’m irritated about.
Hassan Zahir (14:43) it, because now you’re talking my language because when we think about best practices, Dena, what you’re saying is exactly that as best practices, you know, and I know for fqhcs things are different and providers have to go through, you know, that credentialing process, generally speaking, they have to have most fqhcs require providers to have privileges. And so, like there’s things that are happening. And I was going to ask also too like concurrently because it, and again, forgive my ignorance. I’m coming into this, Noah was on the conversations but I was just trying to understand like, hey, sequentially, what does this look like? Are you hiring new providers and then you’re giving them 90 days because you’re going to credential them, privilege them and then start the enrollment process or do you say, hey, enough of our providers? It’s less than five percent who don’t make it through credentialing. So why would I not start credentialing and pay your enrollment in parallel if there are already licensed providers? And that way you can really just shrink that timeframe. And so it was part of the reason why Brendan, for me said, hey, credentialing is probably off the table because they have, you know, like a team that’s doing that credentialing however with medallion and our automated PSV process, like ultimately, at the end of the day, you just might have… larger efficiency gains, not ever trying to direct you as far as like, you know, how you think about this, but I just want to share like what we see from organizations who are seeing the best turnaround times, the best results in getting providers in front of patients. The fastest is that we can initiate these things in parallel from medallion. You can start your credentialing process knowing that the vast majority of these providers are going to make it through credentialing, start the enrollment process if they’re licensed concurrently. But medallion gives you that reporting out to be able to see it like this provider’s licensed in this state. We can run those reports. We can run those on a set cadence. So just wanted to kind of share that with you and let you kind of percolate on that. Let that kind of go through your thought process. But I agree with you and I think that medallion is a platform that will enable you to make those enhancements that you’re discussing.
Brendan Cherry (16:56) Great. So I think if I understand correctly, there may be kind of two tracks here Dina one would be existing providers that are coming on board to work at varietycare. And in that case, we can surface their… medicaid credentials earlier and this could come up much further. And this may be more appropriate for looking at like new grads. And so there may be different staggered process depending on like a new grad, or if they’re you know, someone that’s well established and just coming from another system. Is.
Deena Clifton (17:37) that correct? And right now we don’t our process does not, it plans for worst case scenario. And I’ve talked a lot with our medical directors about this because they all are not on board with the credentialing process, but they’ve just kind of been told that it’s their fault that it takes so long because they’re waiting on staff to get signatures and they’re waiting, they’re always waiting on someone else. But then there’s no real transparency or visibility into what they’re waiting on. So there’s not a lot of trust that it’s actually them. So that’s why they’re really on board with whatever can do this. And when I’ve talked to them, I said, you know, this is likely to be more expensive than we pay now. But if you’re bringing people on board and you’re not losing candidates, you’re going to have a part in this to make sure that your people are getting their stuff turned around. And if we need signatures, they need to get signatures. If they need to sign, you know, all the things and they are all 100 percent on board with making sure they’re holding their people accountable for whatever might be holding up the process on our end.
Brendan Cherry (18:33) Absolutely. And yeah, that a big part of the onboarding and tracking that through medallion the concept of, you know, how quickly can we get data from existing sources? Be it resumes, you know, credentials, leveraging technology to fill out an onboarding application? Caqh, and then, you know, present to the provider in a, you know, nice technology platform, the minimal amount of information we simply can’t get anywhere, such they have one place to fill it out and then populates everything else. Yeah… as I said, keep me honest. There’s anything you would add to that or is that a fair summary on onboarding? Yeah?
Hassan Zahir (19:10) No, I think that that’s a fair and accurate summary of what could happen with medallion.
Brendan Cherry (19:16) Excellent. So this is, I think following this bit of conversation, I can clean this up a bit so that there’s sort of two tracks, new grads and so on and gives a more comprehensive view for your leadership.
Brendan Cherry (19:34) But ultimately it leads to the Roi. And then in this, you can see the sort of headline investment and we’ll get into those numbers next. But combination of the headcount avoidance, revenue acceleration, provider retention. In this case, we’re kind of like, you know, looking at this particular story and realizing, you know, a provider was lost in long turnaround times, you know, you may attribute like some percentage to that versus, you know, an estimated like yearly earnings from them. But ultimately assuming we can get people started at some capacity, call it 100 percent and avoid those sort of, you know, call them mishaps, like someone starting. And then, you know, ultimately backing out because they can, you know, see patients faster somewhere else. This is what the total Roi could look like when you add that up. Does that make sense? I guess from how we got to those numbers and, you know, more importantly, does that feel defensible or something you’d stand behind when you meet with leadership?
Deena Clifton (20:38) Yeah, it does.
Brendan Cherry (20:41) Excellent. Okay, great. And then getting into the actual numbers and what it all looks like. So… essentially the year one investments here, these are the, these are the variety of medallion products that would, you know, comprise of everything that we’ve talked about. So, there’s a couple products that are just based, you know, quite simply on like a per provider per year. So we’re looking at 189 today plus 10, 199. That would be like the medallion core product which is essentially what everything is built on top of, you know, central repository, comprehensive monitoring and caqh management. And then there are some products that are based on outcomes or actions. And that would be payer enrollments, revalidations, and facility enrollments. And so how we come to these numbers payer enrollment specifically is, you know, if you’re estimating as you say, 10 providers coming on over the next 12 months and on average, they have 16 payer relationships, 10 times, you know, 16 is 160 payer revalidations is looking at, you know, the totality of the providers and payers that you have today and applying 20 percent, we can refine this number too depending on, you know, what you may think is more accurate. But looking at 20 percent of, you know, considering it’s like, you know, three to five year revalidation, cycles, you know, it could look something like that. And then the facility enrollment is very similar to payers, two new facilities. And, you know, again, I’m kind of guessing here, this is something that we could refine with you. But assuming those facilities may have 16 payer relationships. So that brings up a total. Then we apply a discount across multi year and fqhc to get the end result in one time onboarding. Now… does that make sense? And like considering the Roi on the side, like how do you feel like this lines up as, you know, think to discuss this with, you know, potentially your CFO and CEO.
Deena Clifton (22:42) Yeah, I think this was potentially what I, right around what I was expecting. It’s not shocking to me. So that’s great. The one question I know they will ask is, you know, we build a lot of this around assumptions. And if we don’t actually end up hiring 10 new staff, are we still paying for that? Or are we actually paying for the work that you do? Yeah.
Brendan Cherry (23:03) That’s a great question. So it actually, it’s a perfect segue. So, it’s almost like, we planned this, but the way medallion operates is you can think of it as like a utility. So, for example, and this is a, you know, a three year option. If in year one, you actually hire 12, you can actually take from year two and assuming that balance out of your hire rate, that can go to year two. If, you know, for whatever reason, you actually need more enrollments through revalidations that can take from each other. So it’s very much like a, like I say, like a utility like that, we just anchor it around these expectations to come up with an annual cost. But, you know, garrison and Sam feel free, to jump in if there’s anything you’d want to add to that.
Hassan Zahir (23:54) Dina. And the reason why we kept it at 10 was just kind of to protect you from kind of like a churn perspective as well. A lot of times organizations look at like net new providers like we may want to add 10, but the reality is you add seven but you lose three and those new three who come in have to go through this as same process. And so you kind of get to that net of 10 even though you don’t necessarily hire a total of 10. So just wanted to make sure that we were sharing that, as part of like, the thought process that got us to that 10. But as Brendan alluded to, those always can be pushed out to out years, or pulled in, from future years especially because the churn is, a lot harder to predict than the hiring. Yeah.
Brendan Cherry (24:44) Sorry.
Garrison Goodman (24:44) Just a follow up question there. No. Go ahead. Does 10 feel realistic or?
Deena Clifton (24:49) Is it a strength? Yeah, yeah, that’s what kind of leadership had decided we’re this year? Opening two new sites, which most of the work’s done on them already. We’ve already got, I mean, we’ll have a couple of new providers to add to them, but the facilities are done and kind of that legwork is done because they’re opening in may and July, but after that, there wasn’t really any planned new things happening for a while. So, it would just be mostly if we had needs to fill or replacing people who leave. So.
Brendan Cherry (25:22) Okay. And, you know, from your perspective, a lot of times, you know, cfos may just look at the opex here. This doesn’t include the modio piece. So I can add that in. And obviously, that makes it a more compelling number. So there’s an element of sort of net new spend here. Do you, in your opinion? And, you know, I know you’re relatively new with varietycare. Will the benefits?
Garrison Goodman (25:48) Of you?
Brendan Cherry (25:49) Know, faster billability… offset some of that spend or is that kind of like a TBD at this point?
Deena Clifton (26:00) My assumption is that it will, that it absolutely will, we have a pretty decent PPS rate. We’ve negotiated our contract with blue cross and blue shield to set our fee schedule at our PPS rate. So obviously, it’s very beneficial to have people on board and billing as soon as possible.
Brendan Cherry (26:19) Okay. Of course, of course. And then the only other thing, you know, I was curious because, I know, you know, sometimes you can get backdated on medicare and medicaid. Is that something that you guys have the ability to do?
Deena Clifton (26:38) Typically medicaid will backdate to the date that you put the application in which we do as soon as possible, which is great. And then medicare usually will follow suit. Some of that just depends on if they’re already credentialed with medicare. Another just… potential thing that we run into is, you know, we’ll have someone on board with us for peds, but then they’ll have some additional certifications or whatever. And then they’ll go to work for familymed. And then, you know, there’s a bit of work to get their specialty fixed and added to contracts and things like that. But yeah, and.
Hassan Zahir (27:19) You, could we actually support that as well? Dana all of those updates, those contract updates or demographic updates that need to go out. And so you the same way that Brendan was talking about how you can pull from current years or from out years into current years, you could use the spend. So let’s say you hired eight instead of 10, but you had a couple who needed to have those updates perform, then you can pull it from the total spend as well. And so there’s a lot of flexibility to support you there.
Deena Clifton (27:51) So, what does it look like? I mean, I’m already planning for change, but what does it look like if we end up hiring more than anticipated? Are we pulling from the next year? And then we worry about that at the end of a three year ordeal or are we paying by the headcount after that or what does that process look like for us?
Hassan Zahir (28:10) You’re pulling from the out years but garrison can speak to that. Yeah, it.
Garrison Goodman (28:13) Depends what you want, right? Because things change, right? And so we kind of have that skew flex in there to account for that.
Brendan Cherry (28:22) You.
Garrison Goodman (28:22) know to that accord like, hey, we’re growing a bit. So we actually expect more than, you know, you could let us know when we do an add on order. If hey, actually like this was not something that we think is going to be consistent. It’s just a now thing we want to rather than pay the additional invoice we’re going to pull from next year and we’ll take care of that next year’s.
Deena Clifton (28:40) budget. Okay, great. Perfect. So it’s just.
Garrison Goodman (28:42) It’s your choice, okay… Tina?
Brendan Cherry (28:47) Any other, you know, questions for, I know we’re coming up on time. Any questions for us or anything that would be helpful aside from this cleaned up deck in terms of follow up?
Deena Clifton (28:57) I don’t think so. I mean, since we’ve talked several times, I think I’ve asked all my questions along the way except just what I was, you know, kind of wondering around pricing, but I don’t think so. If I think of anything, I’ll email you, I’m happy to reach out sure and around the house tonight and decide I should have asked this and I should have asked that.
Brendan Cherry (29:16) Excellent. Yeah, the.
Garrison Goodman (29:17) Only other thing I don’t know if this was covered on previous calls is just knowing about the engagement team, what implementation looks like your account management team, what support looks like. Those are all things that would be covered and that you’d have relationships with, and that we’d obviously introduce you to. And then the same type of engagement that you have with Brennan and Noah and us as well. You’d have as a customer too typically, you know, CFO would be like, hey, when, you know, when can we actually get this installed? And when do I actually start realizing value on that? Implementations are typically twofold one for new providers. It’s somewhere in the realm of two to four weeks and then depending.
Brendan Cherry (29:58) Getting your.
Garrison Goodman (29:59) Data over from modio, how those things set up, it could be two to four weeks from that.
Garrison Goodman (30:03) So we kind of take those two tracks because for any new enrollments that you have, we can get going very quickly and the data transfer just takes a little bit more time, but it’s all part of it. And from your team’s time perspective, it could be a couple hours per week. It’s not a huge lift. It’s just making sure everything’s accurate. My.
Deena Clifton (30:22) team has historically answered lots of handled, lots of data conversions and pulling out and putting in and doing all of that. So we feel pretty comfortable that we’d be able to get you guys what you need and keep everything on track from our perspective. And if.
Garrison Goodman (30:36) you guys have anything close to like a standard modio implementation, we have all kinds of templates that are pre built that make it super fast and easy too. So I kind of shared with you the conservative timelines. Those could obviously be sped up too.
Deena Clifton (30:49) Okay, perfect. Great. Yeah, I.
Brendan Cherry (30:51) Think following your conversation, we’d set up some time to go more in depth. So, do you have some time scheduled? Is it with Brock or the CEO?
Deena Clifton (31:02) It’ll be, we have a finance team that meets and I think it’s on Thursday. Maybe that’s why I wanted to try to have a bit of time to digest before I’m taking stuff to them. But if for some reason that doesn’t happen, I happen to office down the hall from the CFO, so I will just run by and I actually talked to him for a minute this morning about it. We kind of both agree that we have to move to a technology dependent system and not a people dependent system. So we’re all kind of on board. We just have a few hoops to jump through from the organization side. So.
Brendan Cherry (31:38) Excellent. Yeah. So, and do you have, is there I know that with the departing staff and backfilling time may be sensitive? Is there any kind of date that you’re looking to have something implemented by weather technology or people like where you need to?
Deena Clifton (31:54) We don’t necessarily have a specific date target. We’ve kind of kept this to a pretty small group of people knowing just so we don’t panic anybody one way or another. So, the first big thing for me will be kind of nailing down whether we’re going to do it or not, so that I can kind of slow. I know the credentialing supervisor is on pto this week, but she’s already got some candidates that she wants to interview as she comes back the following week and stuff. So that’s really my first time sensitive thing is how to package this and communicate it to people without panic.
Brendan Cherry (32:39) Sure.
Deena Clifton (32:39) And helping them kind of understand what our motive is and everything. But I also don’t want to do all of that until we’re pretty sure we’re going to pull the trigger and go. So, yeah.
Brendan Cherry (32:51) So as the timing is sensitive, I will work on getting this information over to you. Okay? If there are any risks that you think we should be mindful of, certainly let us know and just keep us close. We’re happy to work with you and the CFO to come to something that makes sense… and then move very quickly into implementation conversations so that we get a full feel as to how everything will roll out and everyone’s comfortable with that, okay?
Deena Clifton (33:18) Typically, the way he likes to operate is that we kind of do all of the gathering of the data meeting with all the people and stuff, and then kind of bringing it back to him. But he likely will ask to see a demo if we decide to move forward before he takes it to board for approval. So if that’s an ask, I’ll let you know kind of as we’re progressing through. But he does typically like to see things before he gives it his final stamp of approval to go to the board. So of,
Brendan Cherry (33:45) course, that makes sense. We’re happy to do that. So, I know we’re a bit over. Oops. Sorry, guys. Yeah.
Garrison Goodman (33:50) Sorry, I know we’re over. Did you mention you got to approach this with the right people the right way internally? Outside of that, is there any reason you think you wouldn’t move forward with a solution like this? I?
Deena Clifton (34:04) Don’t think there’s any reason we wouldn’t move forward with a solution like this. Our, most of our leadership, our senior VP of clinical affairs and our CMO, and most of our medical directors have come from big hospital systems and bigger systems where this has not been their experience and they’ve hated it all along. So, we really have a lot of support. It’s just making sure the numbers fit where we need them to and that we can kind of make sure that’s all covered and stuff. But everybody is on board and supportive with anything that makes this easier for them to get candidates and to get people on board sooner.
Garrison Goodman (34:41) So, okay. Okay. All right. Thank you. Yeah.
Brendan Cherry (34:46) Yeah. Well, I hope you have a wonderful weekend and a happy Easter. Thanks for all the time and we’ll get back to you very shortly and just, you know, keep us posted if you need anything.
Deena Clifton (34:55) That sounds good. Thank you. I appreciate it. And it was nice to meet you.
Brendan Cherry (34:57) Guys. Have a great weekend. Nice to meet. You. Take care.