Transcript
Bradley Eral (00:01) hey, what’s going on? Hey, Pauline got Brad and josh here.
Bradley Eral (00:14) How are you doing today?
CSPPM L. Pauline Sabitsch (00:15) Doing all right. Can you hear me?
Bradley Eral (00:17) Yeah, we gotcha.
CSPPM L. Pauline Sabitsch (00:17) Okay.
Bradley Eral (00:18) Good.
CSPPM L. Pauline Sabitsch (00:19) How are you doing?
Bradley Eral (00:21) Doing well. I’m doing well. Did you have a nice weekend it?
CSPPM L. Pauline Sabitsch (00:27) Was the usual kind of weekend? How was your weekend? It was?
Bradley Eral (00:30) Good. We were celebrating Easter, so, had Easter brunch which was good. Some good family time.
CSPPM L. Pauline Sabitsch (00:36) Oh, okay. Did you do an Easter egg hunt?
Bradley Eral (00:38) We didn’t unfortunately, our oldest is two years old, so she had some eggs, but we didn’t do the full hunt yet. Oh, okay. Had to make it as easy as possible.
CSPPM L. Pauline Sabitsch (00:50) Gotcha. Slowly.
Bradley Eral (00:51) Catching on to what the Easter bunny is, which is fun.
CSPPM L. Pauline Sabitsch (00:58) She was very cute.
Bradley Eral (00:59) Oh, yeah. It’s fun kind of just seeing the holidays through their eyes. It makes it all exciting again for sure. But, yeah, how’s everything been on the work front? Imagine it’s been a busy stretch for you?
CSPPM L. Pauline Sabitsch (01:13) Yeah, you know, it’s always busy. Always a lot going on and, you know what? I thought Rachel was coming to this one today. Did she?
Bradley Eral (01:23) Let me confirm, is she?
CSPPM L. Pauline Sabitsch (01:25) Set to come to this one today? Yeah.
Bradley Eral (01:27) She’s on the invite for sure. I’ll make sure and it looks like she accepted as well. So, we’ll give her a few more minutes.
CSPPM L. Pauline Sabitsch (01:33) Okay, great.
Bradley Eral (01:39) But, yeah, how’s the evaluation been coming along?
CSPPM L. Pauline Sabitsch (01:44) The evaluation? Yeah.
Bradley Eral (01:46) On the credentialing side?
CSPPM L. Pauline Sabitsch (01:48) Oh, I mean, it’s coming along, I think as to be expected.
Bradley Eral (01:53) Yeah, exactly.
CSPPM L. Pauline Sabitsch (02:03) But I think Rachel sent you the spreadsheet with our proposed numbers on there. Did you have everything that you needed?
Bradley Eral (02:10) Yeah, that was perfect. So, yeah, that was extremely helpful. So, what we’ll walk through today once Rachel jumps on, but we’ll walk through essentially a detailed proposal like, hey, here’s, the expected benefits and here’s the expected cost of the solution and really the ultimate goal, Pauline is put you in a spot to know. Look, does it make sense for us to keep talking around what a partnership would look like or potentially not. And, you know, as always both are perfectly okay outcomes.
CSPPM L. Pauline Sabitsch (02:39) Okay. Rachel just sent me a message saying that she’ll be right here? Perfect. She’s just a couple minutes behind, I think.
Bradley Eral (02:47) Yeah, we’ll give her a few minutes and then Pauline remind me where you’re out of.
CSPPM L. Pauline Sabitsch (02:51) Tallahassee.
Bradley Eral (02:52) Tallahassee. That’s right. Yeah.
CSPPM L. Pauline Sabitsch (02:55) So, I’m in tallahassee and we do have offices in tallahassee, but we also have offices in sarasota, Orlando and Jacksonville later this year with probably a virtual therapy platform opening up next year.
Bradley Eral (03:11) Yeah, the growth is crazy. Selfishly, I’m excited for the Jacksonville expansion. We have some family.
CSPPM L. Pauline Sabitsch (03:17) Out there. Well, I think we’ve got folks that have already signed contracts. I think we’re still waiting on some building location for the letter of intent essentially to be finished up with the landlord and whatnot?
Bradley Eral (03:32) Oh, that’s exciting. It’s all coming together.
CSPPM L. Pauline Sabitsch (03:36) It is, it is. And.
Bradley Eral (03:38) Then tallahassee, are you a Florida state fan then?
CSPPM L. Pauline Sabitsch (03:42) I don’t care. I could care less… and my husband is the same way. So I make a joke that I’m the luckiest woman on the face of the earth because he doesn’t care about sports either?
Bradley Eral (03:53) Yeah, no kidding.
CSPPM L. Pauline Sabitsch (03:54) Yeah, but I actually went to flagler college, which I don’t know if you’re familiar with that, but it’s a college, a private college based in st augustine.
Bradley Eral (04:04) Yeah.
CSPPM L. Pauline Sabitsch (04:05) And they have a, or they used to have a tallahassee campus. So, I attended that flagler at the tallahassee campus, but yeah, no, we seminoles or gators, I really could care less. Does that have any meaning to you? Do you? No?
Bradley Eral (04:19) No, not at all. So that makes, I imagine that makes game days a little easier for you guys. Yeah.
CSPPM L. Pauline Sabitsch (04:26) We don’t participate. Yeah.
Bradley Eral (04:28) Exactly. I’m looking at flagler’s campus, it looks gorgeous.
CSPPM L. Pauline Sabitsch (04:33) Yeah, it’s a beautiful campus. Yeah… but they had a, they had an excellent accounting program for working adults. So you could still work full time during the day and then go to school at night and you would take one class at a time. So you would go well, you know what? Right now? I can’t remember if it was three days a week or four, four, four nights a week, but it seemed like I was, it was all the time. There was never a break and so you would go to school at night?
Bradley Eral (05:04) Oh, that’s awesome. And.
CSPPM L. Pauline Sabitsch (05:05) Do one class at a time. Yeah.
Bradley Eral (05:07) Yeah, that’s a.
CSPPM L. Pauline Sabitsch (05:08) Great program. Yeah, it was.
Bradley Eral (05:13) Looks like Rachel’s on, hey, Rachel. Hey, y’all, sorry, I’m running, I’m.
Rachel Hudgens (05:17) running back to back today and I actually have another call at the half hour. So I’m all yours until then, no.
Bradley Eral (05:24) Worries, we’ll be briefed right? And gone here and we can jump right in but appreciate you joining Rachel. I was telling Pauline early the goal today, we’re going to walk through the proposal and put you guys in a spot to know look based on cost of problem, cost of solution.
Bradley Eral (05:37) Does further discussion make sense or not? So with that said, can you guys see me on screen? All right. Yes, perfect. So just kind of double click on medallion again because I know based on who you’re exploring, we have a unique value prop, right? As far as being an end to end automation for us solution that has the output being contractually committing to how fast this work’s done. So, like why do folks partner with us at the end of the day? We can do this work better faster at a lower cost than any software that we’ve seen in the marketplace or combination of software plus large internal team from the wellstead perspective here’s. Really kind of what jumped out for me. I think the core of it is obviously with your growth plans. Obviously, Pauline, as we were talking Jacksonville virtual care, new locations across Florida. Like the name of the game is you need a very scalable solution. And today situation as I stand it very manual excel based solution that doesn’t necessarily provide the scalability you’re looking for. And then of course the visibility. So ultimately what we believe with medallion is we’re going to put you in a spot with the technology and the automation, the slas, to be a much more scalable alternative again scale technology as opposed to having to add headcount and also do this work much faster at the end of the day. Your revenue producing assets are your providers. Our goal is to get these providers delivering reimbursable care as early as possible. Good for the business and of course, good for the patient as well. So I want to pause here. Does any of this look off sides thus far before we jump into the proposal itself? No, I don’t think so.
Rachel Hudgens (07:14) Nope. That’s fine.
Bradley Eral (07:15) Amazing. So from a proposal perspective first just want to double click on our pricing model. So essentially what we do is across a three year term. We’re going to allocate based on the projections you provided which is great. Hey here’s an estimate for each year of units that you’ll consume. Of course, we’re never going to get closest to the pin. So what we do is we have it’s called skew flex. But ultimately, it gives you ultimate flexibility across the partnership where if year one, you under consume, you can roll over unused credits. If you know what year one, it’s game busters much more growth than expected. You can pull in from the out years. So essentially imagine a big slush fund over the three year period that you can draw down on over the course of the partnership. But here’s what’s going to be in scope. Based on our conversations, we’re going to have the core platform seat for all your providers, monitoring for your providers as well, end to end caqh management for your providers, group, enroll, or provider enrollments, of course, as well as revalidation. So let’s just constantly make sure your providers are going to be in network demographic updates. If any of your providers have any changes in, you know, names addresses, et cetera, and then some only small volume. But let’s do that. We’re going to include the licensing as well to make sure that we’re getting those sounds like more times than not the Dea. But getting your providers licensed… here’s the volume. And this is, you know, we’re confident in these, but obviously open to feedback. What we factored in is based on your growth. Let’s just forecast about 20 providers year over year. But I’ll send this. We don’t need to go through it line by line today. But what I’ll say is again, if you have any feedback if any of this looks off sides, just let us know. But what really matters or, you know, kind of what you care about. I imagine is what does this equate to from an investment standpoint? And here’s what you’d be looking at year one is just over 60,000 dollars. The out years are going to be at a slightly lower cost reason being of course, year one, we need to implement the solution. So included the one time implementation cost. But over a three year partnership here’s what it looks like. So 60,000 year one, 54, year two and 58,000 in year three. So ultimately like as we look at the alternative of having to build out a team, add additional headcount essentially scale with medallion opposed to doing that. So I want to pause here. Quick. Any questions on the proposal thus far? No… my.
Rachel Hudgens (09:47) only concern with this model right here is the payer revalidations because.
Bradley Eral (09:52) we’re.
Rachel Hudgens (09:54) not doing those every year, but other than that, I’m on board. So.
Bradley Eral (10:00) Perfect. Any other areas of feedback on this?
Rachel Hudgens (10:06) No, not otherwise. Are.
Bradley Eral (10:08) the payer enrollments in every year or is that just year one? Yeah. So the payer enrollments are in every year. So essentially, what we did is based on let’s assume 20 new providers. We’re going to enroll those providers in 11 plans each as they start. And then Rachel on the revalidation piece, I guess, are you doing any revalidations today for your providers?
Rachel Hudgens (10:31) Yes, I’m doing them all.
Bradley Eral (10:34) Okay. Gotcha.
Joshua Levitan (10:36) And for the commercials that’s a three year cycle, yes. Yeah.
Bradley Eral (10:42) Perfect. So how we arrived at 80 is essentially took your, you know, existing 35 providers assuming they’re in 10 plans each and us factored in, okay of those enrollments, we’ll do it every three years and we factored in some light attrition as well. I think about 10 percent year over year. But that said like again, these are open for feedback. If there’s a different annual number that you expect from a revalidation perspective, by all means, just let us know and we can make those edits.
Rachel Hudgens (11:13) Gotcha. Yeah.
Joshua Levitan (11:16) It’s basically a peanut butter spread we say of right now, the providers that you have, we assume that all of them will need to get revalidated in the next three years. So it’s number of current payers times, number of current plans divided by three, just to sort of like amortize or peanut butter, spread those revalidations, yeah, in each year and a,
Rachel Hudgens (11:36) lot of the like optum will do it automatically as long as caqh is up to date. So I’m tracking them with you.
Joshua Levitan (11:44) Yep.
Bradley Eral (11:50) Awesome. Well, that’s really what we had for today. I guess from my perspective, I’ll send this after the fact, of course, but I’m curious, where do we go from here. From the valuation perspective, I want to make sure that as your team’s weighing your options, you get what you need from josh and I.
Rachel Hudgens (12:09) I don’t know that there’s anything else we need outside of the proposal, we certainly have to take this to the leadership team to help us make a decision. I think they’re ready to make a decision Pauline, you know, keep me honest here, but we.
CSPPM L. Pauline Sabitsch (12:22) haven’t, talked.
Rachel Hudgens (12:23) about this for a little while and it’s time we definitely need something a little more robust. I’m not as worried about the enrollments right now… only because most of them are portal based.
Bradley Eral (12:39) Yeah.
Rachel Hudgens (12:41) And, or paper so, and we’re not bringing on 20 providers at a time. I can see where that is going to, that would be a hectic situation. So I really like this from a delegated credentialing standpoint. Yeah, if we move into other states, if we move into other payers, you know, I like the scalability of this very much whether it’s just moving into other states, other locations in Florida or from a delegated standpoint, there’s a lot of latitude to do what we need to do or pivot in any way we want to go. So this is definitely in our top three of softwares that we’ve looked at. So I think we just need to find some time and meet up with the leadership team and discuss where we’re at.
Bradley Eral (13:30) Yeah, of course. And what I’ll do is because to your point, Rachel, obviously, the delegation piece is going to be massive to the partnership and I think a huge way just to further accelerate revenue and make your growth as scalable as possible. So I’ll include some information around how do we support that? How do we set up delegated agreements? How have we done this with your peers? So I think that’s great feedback. And then I’m curious from the leadership perspective, when you meet with leadership, is it more? So I guess we’ll the two of you be huddling up and make the final recommendation for leadership and they’ll kind of give the rubber stamp if you will, or it’ll be bringing all three options to leadership and more of a collaborative kind of committee type process. I.
Rachel Hudgens (14:12) Think we need to narrow it down to two. So we’ve got two options for them to choose from?
Bradley Eral (14:18) Okay. Nice now.
CSPPM L. Pauline Sabitsch (14:20) Let me ask a question. If you can remind me how long the onboarding process takes with this. So from start to finish, how long would it be before we’re fully operational?
Joshua Levitan (14:28) Eight to 12 weeks. Okay. That’s overestimating a little bit too… to actually get medallion set up takes about four days. We like to say eight to 12 weeks because there’s data that needs to be moved into medallion. And oftentimes our customers find that when they go through that process, they choose to clean and normalize that data because good data in means good data out.
Joshua Levitan (15:00) If hypothetically you had the… data right now in the perfect format and you were 100 percent confident in how clean and accurate it was. The timeline is cut down by 70 percent. We’re talking about.
Rachel Hudgens (15:15) a month. I’m very confident with the data that we have only because I’ve done it myself from scratch when I got here. So whether it’s in your format or not is a different story, but it shouldn’t be that hard to put it in the format that you want. I guess my main question is does the timeline include adding the actual documents to medallion?
Joshua Levitan (15:41) Yes, it does. So, you’re talking about like existing documents for each provider?
Rachel Hudgens (15:46) Yes.
Joshua Levitan (15:47) Yeah. Are those in, do you think most of those are probably in caqh right now?
Rachel Hudgens (15:52) For sure. Not, I have been pretty consistent with how I’m saving the documents, how they’re named the naming convention of all the board certifications of all the resumes or whatnot, so that it should be fairly easy to pull out what we need only because I’ve done a couple of these implementations before, but they’re not all going to be in caqh. Okay?
Joshua Levitan (16:17) Maybe not a fair question, but what percent of them do you think are in caqh?
Rachel Hudgens (16:22) I mean, the everybody’s certificate of insurance is in there. Most people Dea is in there, their state license is in there. So of all the documents, I usually have, you know, 10 documents or so per provider. So there’s you know, we’re 30 percent for each provider, about all 10 documents. Now. I also don’t have a ton of providers, so I can help upload that as we go.
Joshua Levitan (16:51) Yeah, but.
Rachel Hudgens (16:52) Just didn’t want to be surprised if there’s an extra fee or something that we haven’t talked about in the proposal for uploading those documents.
Joshua Levitan (17:01) Yeah. No. It’s a great question. Like the reason why I was double clicking on caqh is any documents in caqh gets brought over automatically. And so that just makes it like super easy for documents that are not in caqh. Like… if we were talking about thousands of providers, we could come up with a way to ingest those and there would be a cost associated with that because there’s like logic, right? For where you’re at if you have them in a folder and the folder says Brad, and you just drag that folder into Brad in medallion for the numbers that you have. I mean, maybe you’re talking about an hour or two to upload those missing documents like that, right? Like if they’re already really well organized, which it sounds like they are. I think that would be something you could just do on your own instead of having to like contract with us to do a whole document ingestion process. I.
Rachel Hudgens (17:54) Agree that’s where I was going with that. I don’t know that we necessarily need to pay for that.
Joshua Levitan (17:57) At this point, yeah. Yeah. It’s a great question though because like we work with organizations that have a 1,000 providers and there’s no naming convention on the documents and they’re in 17 different tribes and there’s different versions and like writing software that handles that is as you can imagine. Not easy. So props to you for being organized in the first place, but I think the takeaway is, I mean at most it’s an afternoon of your time, okay?
CSPPM L. Pauline Sabitsch (18:22) Sounds great. Okay. And then after everything is onboarded and set up if we have need for support afterwards, who are we dealing with? With support? Is that you guys, or is there a dedicated support team? Yeah.
Bradley Eral (18:33) So, there’ll be a full dedicated support team. There’s kind of there’s several layers, right? Layer one is throughout the implementation. Let’s start from the implementation. You’ll have a designated implementation coordinator, engagement manager, account manager as well from our side. And then long term, what the support model looks like is the engagement manager will be kind of your first layer of contact, right? For kind of more day to day technical operational type questions. And then if, for whatever reason, like, hey, you don’t want to leverage the engagement manager, you just want more quick answers. We have a full blown chat bot and, you know, support line that you can call at any time, access that. And then from a escalation perspective, like we’ll do quarterly reviews as well or not escalation, but more executive perspective with our partnerships, we like to do a quarterly review of just sit down, make sure that hey, based on what we were projecting initially, right? The outcomes we’re driving, how are we tracking towards that? What’s the kind of the business’s priorities, quarter over quarter to make sure from an executive perspective alignment?
CSPPM L. Pauline Sabitsch (19:37) Okay. And you said the chatbot and the support line are available anytime. So, you mean that’s available? It?
Bradley Eral (19:44) Is, let me get you the exact dates or the exact times on both front. The support line is not available. 24 seven. That was a poor anytime is was a poor. Okay way to nominate that, but I’ll get you the exact times and then the chatbot, you can paint it anytime, of course, okay?
Joshua Levitan (20:04) Chatbots are like ticket based support all the time, but the support team like to call is us based.
CSPPM L. Pauline Sabitsch (20:10) Okay. That was my next question.
Joshua Levitan (20:11) Yeah, it’s normal business hours, okay?
CSPPM L. Pauline Sabitsch (20:14) All right. Understood. Thank you.
Bradley Eral (20:17) Awesome. And then I guess quick question more out of curiosity, but like as you go and you have the three options today, I’m sure, all great options need to narrow it down. I mean here’s like what’s kind of like the main success criteria in both your eyes, as far as how you’re looking at finding the right partner?
Rachel Hudgens (20:34) I’m not sure. There’s just one thing. I mean scalability, I guess is the biggest thing in my mind, we’re only getting bigger. We’re only getting broader.
CSPPM L. Pauline Sabitsch (20:45) Scalability automation.
Bradley Eral (20:46) Yeah, yeah. Love it. Well, as you continue conversations, if you need any more detail from us on any of those by all means, just let us know. But at this point, like we’re excited, I think there’s a very strong fit here from, you know, scalability and scale with technology is kind of the medallion mantra, but we’re looking forward to continuing conversations and hopefully a partnership here.
CSPPM L. Pauline Sabitsch (21:11) Let me ask you about your pricing. Is that set pricing or is there some negotiation available for your pricing?
Bradley Eral (21:17) Let me, there is a slight buffer. I’ll just let me pull this up here. So essentially year one there’s a very slight buffer. We have a minimum investment amount of 50,000 dollars in annual basis. So essentially like where’s the flexibility, year 160 is as low as we can go. And the out years would be 50. So, there’s some slight buffer there. And in confint, if we get to a position where it’s like, hey, look medallion’s the direction we want to go, we want to move forward by this date, that will give us the leverage from our side like or from my side just to take things internally. But essentially that’s the flexibility you’ll have. Okay?
CSPPM L. Pauline Sabitsch (22:01) All right. That makes sense. Thank you. Is there anything else that you guys can think of that we would need to know right now?
Bradley Eral (22:11) No, I think you’re in great shape. What I’ll do is again add some information around the delegated agreements, and then I’ll also add some information around the support team to the deck as well when I send it as a follow up?
CSPPM L. Pauline Sabitsch (22:25) Okay. All right. Sounds good. Rachel. Is there anything else you can think of that we should ask?
Rachel Hudgens (22:29) No, I don’t think so. Okay.
Bradley Eral (22:32) Awesome. Well, appreciate you guys and reach out if any questions come up.
CSPPM L. Pauline Sabitsch (22:35) Okay. Thank you. Sounds good. All right. Thank you. Bye.