Transcript
Erica Lloyd (00:00) I think we have you twice there. Oh, I think you’re muted?
Erica Lloyd (00:11) They just changed the zoom UI. It’s a.
Erica Lloyd (00:18) here. Let me see if I can ask you to unmute.
Dave Wallach (00:25) Hey, Dave. Hey, Ragnar… good afternoon by one minute.
Erica Lloyd (00:33) I think you’re in, I think he’s in Central Time.
Dave Wallach (00:36) Good morning to you, Brian.
Erica Lloyd (00:40) Zoom just changed the UI on us all.
Erica Lloyd (01:03) It should be let’s see.
Dave Wallach (01:16) Brian having trouble finding something.
Erica Lloyd (01:18) There was, there was two… they just changed the zoom UI, which I think is.
Erica Lloyd (01:49) Hey guys. Hey, Mayuri great to see you again you too.
Mayuri Patel (01:53) Sorry, Kami on camera. I cannot figure out. My system must have went through another Microsoft update because every time this happens, the camera says it’s being used on a different device and I’m like what other device?
Erica Lloyd (02:08) No worries at all. I said, they just changed the zoom UI, and it’s messing everyone up. Hey, Brian, I think it could, there we go. We got it. My zoom like sacked up also.
Mayuri Patel (02:24) Okay, all.
Erica Lloyd (02:26) Right. I think we have you in twice, Brian, but we’ll oh,
Brian Bellamy (02:30) it’s doing it again. Yeah, it’s adding my, it’s putting me on the zoom app and it’s also putting me on explore at the same time and I can’t get one to go. I’ve just disconnected and it did it again. So, it’s automatically adding me twice.
Erica Lloyd (02:43) All good. Well, it’s so good to meet you. Thanks so much for hopping on meori, hope you survived spring break with the kids.
Mayuri Patel (02:50) I did. How about you? I know you took some time off, hope you enjoyed it.
Erica Lloyd (02:53) Yeah, we took the kids down to Florida. So that was good. Yeah, it’s always interesting spring break on an airplane going to Florida from New Jersey.
Mayuri Patel (03:03) I heard a lot of flights got canceled out of Florida and it wasn’t weather related. It just was like, I don’t know just a few people we ran into like after spring break said that they had to drive back to Michigan.
Dave Wallach (03:17) Oh, no.
Mayuri Patel (03:19) Well, I’m.
Erica Lloyd (03:20) glad that wasn’t us. We made it.
Mayuri Patel (03:22) Yeah.
Erica Lloyd (03:25) Well, why don’t we just dive right in? I know we carved out 30 minutes. Why don’t we just start with quick intros, a couple of new faces, and then I’ll just set the agenda and then we can hop right in. Is everyone still good for the next 30 minutes? Yep? Great. So, hey, Brian, my name is Erica Lloyd. I’m based in New Jersey. I’m an enterprise account executive here at medallion and been here for a little over a year and I will kick it over to Mallory, of course.
Mallory Smith (03:59) Thank you, Mallory. Great to see you again, but Brian, it’s wonderful to meet you. I’m a solutions consultant here at medallion. So I’ll be supporting the conversation today from a technical perspective.
Dave Wallach (04:12) I guess that’s my turn… Brian and Mayuri, pleasure to meet you, Dave wallach here based also in New Jersey. With Erica. I lead one of our enterprise sales teams. I’ve been with here for I’ll roll up about two, almost two and a half years and I’m looking forward to the conversations. I’ve heard great things Mayuri, about your past conversations with Derek, Erica and Mallory. I’m looking forward to contributing.
Brian Bellamy (04:37) Awesome, Mayuri.
Mayuri Patel (04:40) Patel SVP over independent physicians. So like office based as well as hospital based customers, as well as what we call middle market as well. So hospital and physician based hospital systems.
Brian Bellamy (05:02) And hi, I’m Brian Bellamy, VP of payer contracting, also now provider enrollment. I live here in Missouri. Been with R1 for over seven years.
Erica Lloyd (05:12) Great. Thanks. So I was thinking goal for this conversation is really just give you a little bit more information and I know we’ve been having conversations for a few months deciding if you want to change strategies on what you’re doing today for credentialing and payer enrollment to accelerate revenue and hopefully just give you a little bit more information to make that decision and then kind of working towards what that would look like from a logistics standpoint. And so for agenda, I was Brian, I was thinking we could just kind of really quickly catch you up a little bit on medallion what it is and why we’re here kind of really bespoke to the value for R1. So Mallory did a great job. She put together a flow chart, Mallory. I think it would be helpful because I know we were having conversations like how is this going to look from an impact to your current customer base standpoint? So hopefully that’ll give you a little bit of a visual… if it’s helpful. I didn’t put together like a full proposal I can, but I thought verbally we could just go through what some of the costs would look like to make a switch and then… kind of confirm on some timelines and next steps. Does that work for everyone? Yes. Okay. Oh, I think you’re muted again, Brian, anything else that you both were hoping to cover today?
Mayuri Patel (06:36) No, I think those are what I wanted to cover today. And then maybe at the end, just like what are our next steps?
Erica Lloyd (06:42) Okay. Sounds good. Okay. So I was thinking so Brian, just to give you a little bit of a very high level, we medallion we use automation and agentic AI to essentially help you do payer enrollment and provider credentialing faster so you can onboard your customers quicker. So that would be for providers and really kind of what that means is being able to start generating revenue faster. And so the outcomes really that we’re driving is faster time to revenue, better… provider and customer experience, and typically better reporting and technology. And I know that was a key factor that we were thinking about. So I think just that’ll just kind of ground the conversation and then really what we were solving for and I’ll just pull up a slide here and correct me if there’s anything that’s changed since our last conversation. And so, yeah, I’ll go here. And as you see, because as we work with provider groups as well as rcms, meori worked with us at villagemd, and really, so it’ll be reduced accelerate revenue, reduce opex, improve provider productivity. And then with that also reporting. And then just quickly grounding us, these are the things that we’re solving for. Do these still feel accurate? Meori and Brian, anything that you’d want to add here?
Brian Bellamy (08:21) That looks pretty accurate. Okay. I.
Dave Wallach (08:24) did have a question, Erica, if you don’t mind, and I was mostly thinking of it on the prior slide but you don’t have to switch meori and Brian, I haven’t been privy to the prior conversations but if R, one was to make a switch hypothetically to medallion or a new vendor, let’s assume take costs out of it. But what are you looking to impact? I guess, what are the value drivers that are most important to you? And what would drive a change? Yeah.
Mayuri Patel (08:54) I think the big and Brian, you can chime in too. I think one is reporting is a big one being able to report internally and to our customers, the denial prevention component given that we manage the rest of the revenue cycle too. And then just the turnaround times. So those are, I think the three big ones that we’re really trying to, that we would be working on. We have components of these things. It just, I think that, you know, we don’t use any AI or anything like that. We’re really just using manual internal processes to do the work. So really just gating the efficiencies.
Dave Wallach (09:36) And in term, we don’t get into it right now if you already have, but Eric and Mallory, do we know turnaround times? Have we gone through that yet? What, what your standard turnaround times are today? Yeah?
Mayuri Patel (09:48) We don’t have that particular data. I Brian, we have ranges, right? Like what our turnaround time is by payer by, you know, customer, but it’s very like just a, hey, we’ve been working this week. It’s around, you know, it’s around this time, but we’re not tracking that turnaround time.
Dave Wallach (10:07) One of the well.
Brian Bellamy (10:09) One of the biggest problems you know, in prevent enrollment is getting the information that you need directly from the position group that’s our, that’s the biggest problem. And if you hear, why are there delays that’s what’s going to cause it? So it’s getting them motivated and updated. And somehow, you know, what we request, that information that we need to submit for enrollment, we can’t get it sometimes and that’s the delay piece. It’s you know, supposed to be working together as a team. It’s kind of not like that. In some cases, some groups are good because you’re well aware. And there’s other groups that are extremely difficult to extrapolate the information that you need. That’s the biggest problem we also have.
Dave Wallach (10:45) Okay. Another question on that first of all. Thank you, Brian. And then when I asked this question, I don’t want it to come across as challenging. I want it to come across as, how do we work together again if you think medallion is the right fit, if we get to that point? How would you measure the improvements that medallion could provide on turnaround times? Hypothetically, if I’m making numbers up, if it’s taking you 150 days today on average and we can improve it to 80, just throw that number out there. How do we, how do you justify that internally and prove that out? Is there a way or is it more just kind of the art of the possible and what we do with automation is going to help you improve regardless?
Mayuri Patel (11:30) The latter… I don’t think we have a way of saying it. I mean, I have a way and I have a way of quantifying it as it relates to… denials or how much we’re holding right? Like that’s a big deal like, you know, we have these new providers. We’re holding this much. We’re potentially losing revenue in this, these spaces without this being done, but like not really around turnaround times, cause like I see that as very much a client satisfier plus it like a cash accelerator, right?
Dave Wallach (12:04) Okay. And the first thing, and the last thing I’m going to say now, which is the first thing you mentioned on the value drivers is reporting Mallory, do we know the reporting that the team is looking to get out of medallion that they don’t have today? If not let’s make sure we cover that? Yeah?
Mallory Smith (12:21) I think it’s a great call Dave. So Mallory, I know we’ve talked a little bit about when we first had conversations with Derek. I believe the type of reporting that we are able to provide, of course, but standard metrics could be how often each of your clients want to be updated with the latest current status of payers, their effective dates, their revalidation dates. So very specific data points to pay, our moment are able to be pulled into reporting. Those reports can be automatically scheduled to be sent to the clients as well. So I can definitely address that.
Mayuri Patel (12:53) I’m pretty familiar with your reporting. I’m sure there’s new stuff in there too, but I think it would be nice for Brian to just get a feel for what you have. Okay?
Erica Lloyd (13:03) Yeah, I think. Thanks, mal and duke, I think as one of the.
Mallory Smith (13:08) next steps, I mean.
Erica Lloyd (13:10) Because you’ve used the software before and have been very familiar Brian, I think it would be helpful for us to just provide you with a more of a platform demo, go into like the reporting and the provider onboarding and how we compress those timelines. Okay?
Mallory Smith (13:29) I’m sorry, Eric, I just want to confirm, am I showing the workflow right now or am I giving.
Erica Lloyd (13:32) up? Yeah, I was actually sorry, Dave. Is there anything else on your end? Otherwise we’ll have Mallory go into it for now. No, that was great.
Mallory Smith (13:38) Thank you. Okay. All right. Thank you. Go ahead and share my screen and just let me know when you’re able to see it. Yeah. Okay. Thank you. So I was able to put together just a visual workflow, very traditional swim Lane approach that will identify R one’s responsibilities, medallion as well as any of your R1 customers. So I’ll be able to zoom in because I know it’s probably a little small on the screen right now. But ultimately, the purpose of this workflow is to give you an idea on appropriate staffing you’ll need to retain internally as well as which aspect of each part of this comprehensive process will be handled by which team. So as we begin, I’m going to go ahead and just zoom in just a little bit. The first that we’ve been able to do especially with large organizations and third party organizations such as yourself is that when a new clinician or group signs up for your services, then all you’ll have to do to let us know of that new agreement of their interest in the services. There is a spreadsheet that would then work as like an sftp. We would need just their basic information, group name, emails of the providers npi. And then of course, their names from there, what that’s going to do is automatically create an organization within medallion. When that organization is created, a welcome email will be sent to each of those clinicians or the group itself. Once the clinician logs into medallion, then they’ll be able to complete the profile. If they do not log in or they ignore the custom email that we send to them. We will resend that email up to three times for an escalation pathway that we’ve seen that’s been pretty effective with our third parties. If they have not responded, we do have the ability to escalate it up to your team as well. So that would be the first need for someone on your staff. Again, this could be one fte that’d be able to handle any of those escalations. If we have any providers that are not responding to the emails… as we, I’m.
Erica Lloyd (15:49) sorry, I’m just going to pause for a second there. I guess I need questions as we’re going through this Brian or meori, and like how this would be kind of different from your process today. No, a lot of it’s the same kind of how we do it today.
Mayuri Patel (16:06) Thank you. And this is how it typically works with your other like rough cycle companies.
Mallory Smith (16:14) It is, yes, there are there’s a few different rcms that we work with. With. One in particular, they actually create the org for the providers. They will handle all the communication. The other RCM third parties we partner with. They do rely more on the API integration. So the sfft, having it automatically created. So there’s different ways we can play this. Really, the purpose of our, excuse me, our call today is to determine what would be the best fit for R1. So if you would rather have your team members more involved in the process or if you would rather medallion own more of that share… does that answer your question?
Mallory Smith (17:02) Yes, yes, yes.
Erica Lloyd (17:04) Yeah. Just to kind of like connect the dots a little bit. Really. It’s the goal is to compress as you’re talking about Brian that compress the time of tracking down all the items from your providers, right?
Mallory Smith (17:22) So once we have the organization created within the medallion platform, from here, we’ll be able to have the provider log in. We see an average of a two day onboarding timeline to have the provider sent to the platform. And now fully completed, how we’re able to manage this is through a direct caqh integration. So all we would need from the provider is their caqh id, their last name, their npi. What that will do is automatically connect the caqh import all data and documents. Once that information is in. We also have an additional step where we will have multiple integrations with different systems such as the npi or npez system to validate the information coming over from caqh, other tools to make that an easier process. The providers are able to access medallion platform from their phone or their tablet, electronic signature integration, as well as a QR Code scanner for documents. So rather than have to track down their document, take the diploma off the wall. They can easily just take a picture with their phone, upload it. AI and OCR technology will save it as a PDF and even help name it once they’re complete with the onboarding. Our customers across the board are averaging about two days now because of those steps… as we move through when… the clinician or the group requests an enrollment, R, one itself will have a bucket of enrollments with medallion. So we do have roll up consumption reporting. You are able to see the individual breakdown per client and determine how many applications have been consumed from client a to client B. You’ll of course, have forecasting capabilities as a part of that. So you will receive an enrollment credit has been drawn with a report. We would probably just copy one of the reports we created from one of our current rcms. So that way you can keep an idea on just consumption and volume whenever the requests have been made. Our system will automatically identify any of those data gaps specific to the payer list. So part of the configuration on the back end, if we’re partnering with the group that has 10 payers per tax id, the system will automatically know that this provider needs these 10 payers because it’s a part of this tax id. So that’s how we’re able to gather the information efficiently. Once the gaps have been identified, we can send them directly to the clinician to complete that. Or we can send directly to your team. It completely depends on how you would like to establish and configure that. We will submit the enrollment application. We do have portal auto population as well as portal automation submission and portal follow up. So in addition, to standard follow up with payers with non delegated enrollments, payers that are not portal as well. We have a gentech AI to assist with the number of follow up calls that we have for portals. We have portal scrapers. So every single night at midnight, we’re scraping to make sure we have the latest status for that payer application. So we’ll submit the applications, follow up on the applications. And then when we do receive the immediate par status, the welcome letter and any documentation sent from the payer will be attached directly to the payer line. Your team will be notified so… that you can go through and commence billing, go through, start backdating anything of that nature. And then the clinician and group will be able to receive that notification at the same time. So I’ll pause there. So that would be the let’s call this iteration one of a proposed workflow of what it could look like if you do want your internal team to play more of a pivotal role, if you want to offer more of a white glove service. We do have that option, of course. But ultimately, the big picture here is that medallion can step in as your cvo and submit the enrollments from end to end. Any questions with the flow?
Mayuri Patel (21:27) No questions for me?
Brian Bellamy (21:29) No. And.
Mallory Smith (21:32) Mayuri, was this something that you were, when we had our last conversation, you were referencing just logistics on how it would work with your team versus how much of a change management aspect that would be? Is this what you were looking for? As far as a visual?
Mayuri Patel (21:47) Yeah, I think this helps, it helps with the general overlay of like what do we do today? And like where would it change? So, yeah, I think it does address that from.
Mallory Smith (21:57) That perspective. I’ll go ahead and stop sharing then. And if you do want to have future conversations that are a little bit more specific to your process right now. I’m happy to build anything out of that nature.
Erica Lloyd (22:11) Thanks so much, Mel.
Mallory Smith (22:12) Brian, as you were saying, do you, and as you?
Erica Lloyd (22:16) Were saying like the onboarding time provider onboarding is where one of the delays are, do you, is that a metric you’re tracking today of how long that’s taking?
Brian Bellamy (22:25) Not really. We just, no, the answer is no.
Mallory Smith (22:28) I.
Brian Bellamy (22:29) mean, we know that the groups that are difficult and they just are, and the communication is lacking on their end. And we have other ones that turnaround time is one day, we get everything that we need. So it just varies by who the client is. They don’t some of them don’t understand the importance of it. You know, that they just don’t or they’re too busy or they don’t check their emails or when they get their packets, they don’t address them in a timely manner. They get them, they forget about them. They move on if you had the.
Mallory Smith (22:56) ability to report on how.
Dave Wallach (23:00) long specific clients of yours are taking on their end? Would that help you internally when they point the finger at you to say, look based upon our analytics kind of in a nice way, it’s your fault. Does that help you justify? I already?
Brian Bellamy (23:15) Do that because we have the documentation of the emails and the requests and if it comes back around or for some reason, something isn’t done and falls through the cracks, isn’t credentialed. They drop out and we have to go back in, we have all of that and we share it with the practice.
Dave Wallach (23:33) Got it. Are you, are you losing, going back to, I know meori, the thing that you brought up 15 minutes ago, those three things that you mentioned, yeah, like at what rate are you losing customers because of those? Is it, is it?
Mayuri Patel (23:47) A, oh, I know we’re not losing customers. Okay? So we’re essentially losing revenue?
Dave Wallach (23:53) Okay. So it’s not a customer thing. It’s just more of a loss of, yeah, I gotcha loss of potential revenue. Yep. Got it. I wasn’t sure if customers were frustrated to the point where they would churn and.
Mayuri Patel (24:06) No, given that this is just one component of what we provide, right? So, this is, so there is general frustration in this space if we’re not doing well, but ultimately, it hurts us if we don’t get it done correctly.
Erica Lloyd (24:23) Okay. Yeah, thank you for that. And I think as you’re saying like how much if we could quantify it sounds like it’s not a metric that’s being tracked today, but that’s typically if we’re looking to make a change, that’s typically where we think about, okay, what is this going to impact?
Erica Lloyd (24:44) So, how much revenue are we losing? And how much, what’s the Roi multiplier? If we move, if we go through a change to medallion, like how could we get an impact? And I mean we’re typically seeing a three ads multiplier. It just really depends on that. We’re usually seeing anywhere from 90 to 100 days for the onboarding. And we’re typically doing it in around 52 days. And I know you don’t have any delegated agreements. So I’m talking about just direct enrollments. So thinking about that, how much revenue per day for the problem customers, Brian, that you probably know, intimately, if we can impact that, that’s one main value driver.
Erica Lloyd (25:23) And then like you’re talking about the cash accelerator and just using technology and automation to… move faster. And then of course, the reporting piece, which is more difficult to quantify. But I know it’s obviously really important to have accurate data.
Dave Wallach (25:43) Maiuri, I know you’ve seen the product before Brian, you haven’t, would it be helpful as a follow up to this, Brian, for Mallory to walk you through your, what your experience would be, potentially, what a customer experience can be to actually see?
Brian Bellamy (25:57) Yeah, good idea.
Dave Wallach (25:59) So I think that’s a great takeaway Mallory if we can and Erica just to set that up for Brian. Yeah, more than happy to, I have one last question. Yeah. And I know we want to, I know we have five minutes left and I want to make sure Erica, you touch on the investment part. I guess I’ll just leave it with this and then I’ll go on mute for the rest. But in your experience, right? Brian, you’ve been with the organization for a long time. I think, I mean, or in your time there, when you on board a vendor such as medallion and purchase, you know, end to end, you know, something that we would offer, what does that process look like internally when, you know, from let’s say today until if things worked out, what does that internal buying process look like? Can you shed any light onto that?
Mayuri Patel (26:47) Really, it’s honestly like probably most places for you guys, it’s really about the economics for us. So like, you know, if we get to a point and, you know, the rate is good because we know what, like I know, and I think Brian, as he looks at the… system and what it’s capable of doing, we definitely see benefits to what you guys have versus what we have the capability of doing. And I have mentioned this to Erica before. This is not an area that we plan to invest in the next few years as it relates to all of the rest of our AI journey that we will go through as a recycle company. So it would be a nice plug in partnership for us as it relates to like what we want to be and how we want to be able to service our customers in a tech forward kind of process. But really it comes down to economics, I will make the ultimate decision if it fits into this organization or not. And then the onboarding, I think we just talked through like how that will look, how we migrate customers over how we onboard new customers, and then how we provide you guys pipelines as new customers potentially roll on.
Dave Wallach (28:01) I appreciate that. Yeah, yeah, that’s great. Yeah.
Erica Lloyd (28:04) Okay. That kind of brings me into good next steps. I think a couple things. Let’s do, Brian, let’s, we’ll schedule out a demo with you. And then I think with both of you, we should have our head of implementations and technical solutions, talk through what a cutover would look like. So implementation if you move from reallocating healthstream and what that process from like an fte standpoint, stepping down the offshore team and how to make it as least disruptive as possible and like what those value milestones would look like.
Mayuri Patel (28:53) Yeah, no, we could definitely do that. I mean, I think first let’s do the demo, let’s like get closer to the economics and the pricing. I don’t want to invest too much like I don’t want to invest Erica, your guys’ time more if it, you know, if the economics don’t work out, so.
Erica Lloyd (29:12) Yeah. So let’s go through that. I know, I think last time we had said you were probably all in around… and I can send you the breakdown of it more, but I wanted to just give you like a verbal on it first. So, I think your spend, if we were correct, you’re all in spend with software and the offshore resources today without adding any additional was around 450 per year. Yep. Okay. We were trying to get as close as we possibly can to that well, still being somewhat in the green on it. So we’re with everything. So, with medallion our core platform for data storage reporting and then payr and the number of payr enrollments and payr revalidations that you gave us with the scoping data. Thank you, Brian. We’re at all in annually for year one, 512,000 annually. And that would include implementations and onboarding?
Mayuri Patel (30:10) Okay, great. And then Erica, how does that work when we bring on new customers? Is it like a tiered volume pricing or like I, because we do have things in the pipeline. So just, do you,
Erica Lloyd (30:24) know what that would look like? Are we talking about like doubling in size or is it like incremental?
Mayuri Patel (30:30) Incremental? It’s not a, it’s not a primary service line for us, but I’ll tell you that in all of our rfps recently, this is a, an area that has been of interest.
Dave Wallach (30:42) So, Mayuri, I’ll just say if this helps answer your question, your rate would be locked in for the length of the contract. So the X amount of dollars per enrollment that you would be purchasing as part of that 512,000 dollars as you add on, it would be the same rate or maybe even potentially better. I guess we’d have to see the scale and maybe potentially look at tiered pricing if we can get it more aggressive on that. Okay?
Mayuri Patel (31:13) I’m only and, okay. And just so you know, Erica, we typically have a like a anywhere between 90 to 120 day onboarding, so you will know well in advance how many people like, what your new volume will look like because we’re also not onboarding customers quick. So.
Brian Bellamy (31:32) Okay. Erica, you’re gonna have the onboarding costs and everything else rolled into year one. Does that decrease in year two? What’s it drop down to? So.
Erica Lloyd (31:44) Onboarding right now, we have about 40,000 for the onboarding implementations. Typically year two is lighter but it would also depend on if your volume increases, then obviously, it would increase incrementally with that and I can send the order form. But I just want to make sure you had a verbal on that. Like I said, we worked pretty deeply with finance, to get us there. How is that? Is that probably something that warrants continuing conversations?
Mayuri Patel (32:11) Yeah, I think so. I think Brian and I just need to take that back and like mull over it a little bit, but it, if it doesn’t it feels like within a ballpark potentially. So, yeah, okay.
Erica Lloyd (32:23) I also, you said something that I just wanted to come back to you said in your rfps, this is coming up?
Dave Wallach (32:29) Yeah, quite a bit. Yes. Yeah.
Erica Lloyd (32:33) Any, anything else on that? Oh.
Mayuri Patel (32:36) Nothing. So like, you know, like you guys probably participate in rfps, we do get a lot of RFP requests. And when asked like our service lines, we have not historically, and, Brian will agree. We don’t always sell this as part of our core service line because we don’t really believe it is a core service line. But Brian and I think that that’s changing and we really do need to provide it just given the revenue loss and the risk around not doing it for customers and, you know, them trying to do themselves and failing at it. So.
Erica Lloyd (33:09) Okay. That’s helpful. I didn’t know if it was, you know, what we needed to know there. So thanks for that, no.
Mayuri Patel (33:15) It’s it’s more. So, yeah, that it does come up more and we, depending on the size, we’ve historically either said yes or no based on like if it can fit into what we have. But like I’d love to be able to say yes every time.
Erica Lloyd (33:27) Yeah. Do you, when, is that where a lot of your business comes from? Is it rfps?
Mayuri Patel (33:33) No, it’s heavily organic road. So like people reach out to us, people we know from other, like, so a lot of it is, yeah. So harbor health, we won that from village divest, right? So it’s a lot of, you know, different avenues where we meet, but for the most part, I think we win a few rfps a year, but for the most part, it’s just, you know, relationships we all have and sales efforts. So.
Erica Lloyd (34:02) Gotcha. Okay. Yeah, our rfps are not the biggest, but it is always biggest win rate for us, but it’s always nice to be able to say yes when you get them. Yeah. Okay. I know we’re coming up on time. I think this was a really productive conversation. I appreciate you both leaning in here. I think from a timeline perspective, let’s get those on the books. And then I just want to confirm we were talking about kind of like latest cutover would be to probably start something in June to cut over because we’re we are estimating at minimum eight to 12 weeks for a full to go fully live. And I think you were up for renewal with healthstream in October. Yep. Okay. So, you know, I know there’s a lot of steps between legal making, you know, deciding if it’s the right solution for you to continue, you know, the right solution for you to partner… but I think we probably should continue… things fairly rapidly just to make sure we don’t miss that window.
Erica Lloyd (35:14) Okay? Anything else? Top of mind, let’s schedule that, but anything else top of mind before we?
Mayuri Patel (35:26) No, not for me. I appreciate all of the information and the pricing. So we will definitely take that and then have a follow up as it relates to seeing the technology again. Okay?
Brian Bellamy (35:38) I have no other questions, but just really looking forward to the demo.
Erica Lloyd (35:41) Okay. Brian, while we have you, why don’t we schedule that? We have some vacations, some, we have an off site and some things coming up, but we see if we have some fill in, some. So you might see some different faces. I will be here, but maybe some different solutioning consultants. How about does?
Mayuri Patel (36:04) The.
Erica Lloyd (36:05) week, we have the week of the twentieth or we can look at the week of the 20 seventh.
Brian Bellamy (36:10) Twentieth is fine. Okay?
Erica Lloyd (36:12) Is there a time, that works best for you? Should, if later in the week would probably be best for us?
Brian Bellamy (36:19) Middle of the day is always pretty good. Okay, better than later in the day. Okay? I’ll.
Erica Lloyd (36:25) send you an invite for one o’clock eastern on the 20 second. If you need to move it, just let me know. That works.
Brian Bellamy (36:35) No, I won’t. Have to move it. I’m open in that time slot, so that’d be great.
Erica Lloyd (36:38) Okay, great. And then meori, why don’t we, the, why don’t we schedule it now for let’s look at the week of the 20 seventh. Let’s schedule something with our head of solutions consultant, consulting. If that works for you, his calendar is always wild. I’m gonna block us 45 minutes because it’s kind of robust… just make sure we have it. How about let’s… do the 20 ninth? Okay. Is there, let’s do?
Erica Lloyd (37:17) Actually, does the 20 eighth at two… 30 or three 30 eastern work for you?
Mayuri Patel (37:28) I could do three. Did you say three?
Erica Lloyd (37:31) We have, it looks like we, I have.
Mayuri Patel (37:33) Two or three for a half hour. I just don’t have two 30.
Erica Lloyd (37:41) Yeah, I could do two o’clock on.
Erica Lloyd (37:43) Yes. Let’s do two o’clock okay. I’ll send that out and I’ll send you Mayuri, and Brian, but I’ll send you, should I send over the order form and msa as well?
Mayuri Patel (37:56) Yes, please. Okay. All right.
Erica Lloyd (37:58) I will send all these things out. Appreciate the time. Good to see you both.
Mayuri Patel (38:02) Thanks. Thank you guys. Nice to meet you. Thank you. Bye bye.