Transcript
Erica Lloyd (00:00) okay. I’m gonna let her in.
Mallory Smith (00:02) I love Maggie. Why don’t you say hi?
Erica Lloyd (00:05) Oh, hey, max. Oh, I see your little face.
Mallory Smith (00:11) She wasn’t here yesterday, so she’s gonna say hi today.
Erica Lloyd (00:15) Maggie will be running the proposal today.
Mallory Smith (00:17) Yes.
Robin Redd (00:17) So, you can see.
Robin Redd (00:31) Okay. I think I have everything turned on now.
Mallory Smith (00:35) We have a special guest. She wanted to come say hello.
Robin Redd (00:40) Yay. Hello, cutie pie.
Erica Lloyd (00:43) I said, Maggie will be running point on the proposal today.
Robin Redd (00:48) Yeah, you know, that’s really not fair to the rest of them.
Mallory Smith (00:54) It’s fine. We love a good advantage.
Robin Redd (00:58) You probably don’t need it, but, you know?
Mallory Smith (01:01) Oh, you’re sweet. How are you doing today?
Robin Redd (01:04) I’m good. I’m at that point where I’m feeling like there’s not enough time in the day because I’m leaving town tomorrow. Yes… we’re just going to st Simons island just on the coast of Georgia, but my adult daughter lives out of state, so it’s nice that I don’t get to see her much. I actually haven’t seen her since she graduated with her master’s back in the middle of December. Like she didn’t come back home for Christmas because she had just moved. So, I haven’t seen her since before Christmas. So, and she and my mom and I are going to go down there together. So it’ll be fun.
Erica Lloyd (01:40) Oh, that is so fun. Yeah, yeah.
Robin Redd (01:44) My supervisor… our VP of clinical ops is, has been out on pto, so we are actually just she’ll come back when I leave, so it’s it’ll be nice by the time we both get back in office, then we can start really sorting through all of the information.
Robin Redd (02:06) And, I’m looking forward to that. I’m actually really excited because there’s a whole lot more information, you know, from the time she left until now. So, so I’m looking really excited about kind of digging into the detail with you guys today and kind of seeing how things are looking.
Erica Lloyd (02:26) Sounds good. Well, thank you for that. So, what I was thinking for agenda, let’s just, we didn’t really get to, from the demo yesterday, why don’t we just hold a few minutes, get some of your feedback, from the demo and kind of see where we stand in the lineup so far. And then, I’ll go through the proposal. Well, first, I’m going to go through just kind of, like… a summary of work statement and then I’ll share the proposal as well. And then I’ll just hold a few minutes to hear your feedback and we can align on next steps.
Mallory Smith (03:04) Absolutely.
Erica Lloyd (03:07) Okay. Is anything else you’re hoping to cover?
Robin Redd (03:12) Pricing, I mean, we, I just like that kind of I’m at that point where I just, I definitely have, I’m kind of leaning towards some things, but I did, I really do need to kind of know where things are going to fall pricing, wise, but I will say, some takeaways for me yesterday were one, the system seems easy to navigate, which is important. I mean, having it be user friendly for especially a limited team who may or may not be like credentialing people. It seems like it’s pretty straightforward. It’s easy to navigate through. Hopefully wouldn’t be a large learning curve because frankly, we probably won’t have the time for a large learning curve, learning curve even just for the little bit of interaction we would still need. I love the committee functionality. I love the, you know, the way that they would vote and their access via like a mobile device and things like that. It seems like that would be a really big plus for like, for, you know, for credentials, committee and peer review type, activities. Let’s see. I mean, I didn’t see anything that I had really any questions about. I think mostly those are going to come once I look at the detail of how, like how the pricing is broken down or how the products are, you know, I don’t really have enough detail yet to have many questions to be honest. Okay? And,
Erica Lloyd (04:58) let me, let’s so, thanks for sharing that feedback. Let’s go into, I’m going to hopefully share the right screen here.
Mallory Smith (05:08) I’ll let you know if you don’t.
Erica Lloyd (05:11) I have way too many screens always. Okay. So I’ll just, I oriented to what you’re looking at here. The next slide is price. So here, essentially, this is really just to help you visualize it. And when you’re socializing this to Amanda and the build versus buy,
Robin Redd (05:30) So,
Erica Lloyd (05:31) if you were to hire a team internally, you were to do the provider onboarding core, the core platform, reporting everything yourself with these extreme or build a team, build a team to do this, right?
Erica Lloyd (05:47) We, this is extremely conservative estimates based on the number of providers and the scope of work. You know, three hours per, you know, per onboard again that’s not chasing people down that’s just like the very minimal work, right? So, totaling this all up. It would probably be around 11 ftes that.
Robin Redd (06:08) You would. So, is that on like a one to 150 ratio? I know that’s kind of the industry standard is, like one credentialing staff professional to like 150 providers. I.
Erica Lloyd (06:24) Think we may have done this even a little. I think we may have given you a little bit more. That actually you’re right? That, that is about one to 100 or 150. We, actually, we didn’t do it in that way just because sometimes one person’s doing right more credentialing privileging, doing more. We did it based on the volume of work.
Robin Redd (06:46) I think it also depends on like I mean, in my mind regardless, you know, about whether we are doing just minimal functions or somehow get forced into doing the entire thing. I would cross train and those same staff would probably handle provider relations and provider enrollment. So that would even decrease the number. I mean, it wouldn’t be one to 150. It probably be more to, you know, one to 100 or 125 or something. It just depends on what other responsibilities they would have. So, I mean, and I actually touched base with our chief compliance officer this morning as we work real closely together and she’s definitely in the same camp. I am like by the time you add salary and ftes and a training like it just isn’t a good idea. And I’m like, well, I have to 100 percent feel the same way. So have my back when we, you know, when we present this, but I don’t think anybody’s really wanting… to do that including leadership. I don’t think they are really at a point where they want, you know, to go and hire a big staff to try to bring the, to do this in house just knowing the, you know, kind of the mindset of our company. We like to work like lean and mean, you know, we like to, we hire up and staff up for what we need. You know, we hire nurses where we need nurses and things like that. But we don’t we want there to be a real justified reason to hire somebody and we don’t want to reinvent the wheel. So, I mean, we are inventing some wheels but this isn’t one of the ones we need to invent. We’ve got our hands in some pretty exciting innovative stuff. And this is not something we really need to pull resources to work through, because, it would pull resources from technology just to try to yeah, you know, work through this. And I don’t think, I think what they’re working on currently is makes a lot more sense than trying to build something to do this. So.
Erica Lloyd (08:48) That’s that’s a great point Robin that we didn’t I didn’t even factor into this is the technical resources needed to integrate systems and help supporting implementation. This is purely just administrative work. And so with that estimate obviously having to buy software, we’re estimating conservatively probably closer to the 700 plus mark if you were to buy this internally. So I know we asked for a three year proposal.
Robin Redd (09:14) I’m going to go through.
Erica Lloyd (09:15) this, but this is year one and I’ll we’ll go through why, but mal, do you want to run through, the proposal and how we got the math?
Mallory Smith (09:23) Yes, of course. So, Robin, just to kind of explain some of the first, I’ll go through the SKUs themselves and let you know like what would be a part of the proposal? And then the, what we’re running up into is that when we propose a three year agreement, we tend to have a bucket of each of these, products for each year. So, in year one, you would have what you see here implementation that’s just a one time cost up front for the first year just to get all the provider information migrated over. And then medallion core, this is going to be a seat in the platform for a provider to store their information, communicate back and forth with our team with your team, track their expirables, anything of that nature, ncqa credentialing file, that is the credentialing file of course, to ncqa standards. And then that other piece especially as you’re pursuing delegation and creating your own establishment with payers is the ncqa compliant monitoring. So, those are the products we’re looking at. So, if I were to present a three year proposal, year one would have the quantities you see listed here in year two. Since you’re bringing all 2,500 providers over and credentialing them in year one, we would, we basically had a question for you is, do you expect to continue the growth past 2,500? Are you keeping it at 2,500? Because right now, for year two, we have no providers needing credentialing and just the 2,500 being monitored? I.
Robin Redd (10:57) Mean, I don’t know that you can ever say that a network is going to stay exactly at a number. I mean, because you have to reevaluate annually against the membership. So I would say minimal change. And, you know, I think it would be more likely replacement of a provider where one’s retiring and you’re bringing another one in or, you know, a handful where you just need more coverage, but I don’t anticipate… like adding a large number to that network. Now, I guess the only exception to that and I don’t want to complicate the pricing but, you know, if we contracted with another group in another state to build a different network or expand this one beyond one state, then I think that would just need to be a renegotiation and another conversation. But as far as like network one, and for this group, I think I would say it would remain fairly level. I mean, I can’t say it wouldn’t go to 25 10, but I don’t think it’s going to go to 5,000 or even 3,000. Sure. I think that’s.
Mallory Smith (12:14) a great call out and that’s kind of what we were looking for. So with the price we reflected here, we can continue the conversations regarding year one, you would see a significant decrease to year two, especially if you’re not adding another 2,500 to your point. So just to make sure you have the right proposed, we can maybe would 500 providers in the second year. Would that be reasonable or?
Robin Redd (12:38) Is that, I think it’s high you?
Mallory Smith (12:40) Think it’s too high, I think so. OK. So the other thing we can do too is skew flexibility. So between the years rather than quoting you 2,500 for the first year, you are able to push and pull 20 percent of that volume from years one and years two. The reason I might suggest that you have goals to bring over the 2,500 in that first year. Things happen. So it may be that some of the 2,500 that you’re expecting in year one get pushed to year two. So we can either push any unallocated funds from year one over to year two, up to 20 percent. We can also pull it over if needed as well. So there is some flexibility when we’re looking at the different years compared to each other. But you did answer my question regarding what’s the growth looking like? So we can definitely get you years two and three and just see what that looks like as well.
Robin Redd (13:34) Yeah. I think that’s a good idea just to have that flexibility to either, you know, move over, dump some into year two or, you know, just kind of pull it back. I mean, I think year three will be fairly straightforward because that’s recredentialing is going to be due on the year one folks. So.
Mallory Smith (13:55) That’s the other thing I wanted to bring to your attention because I was thinking year three because we’re ncqa, three year recred. If we start a contract with you on may first of 20 26, then the contract will run through our standard time of may first 20 29. If we credential your providers on June first 20 26, they won’t really be due for recredentialing until after that contract has already ended with the original three year. So it is a three year recred. But because we’re starting the contract with medallion first before credentialing them, then they won’t technically be needed. Now, we can start the recredentialing early since it is going to be what we typically do is send out a 60 day start or notice to the providers to start that credentialing process again. So that could be part of the mix especially if you’re looking to get them credentialed very quickly. But I did want to bring that to your attention too. It’s like it is three years for both. But because we’re starting the contract first, the contract with medallion will technically be over before the exact deadline for recreds is needed.
Robin Redd (15:04) So, I mean, I would assume if the, so, does that just mean there’s a price renegotiation? Sure. If you choose to continue the contract, I mean, short… of there being something really problematic or a loss of accreditation or something. I mean… I know there are always times when people do have to make changes because they’re under issues, but I, you know, that’s painful and expensive. So I wouldn’t think that that’s I mean, you know, that’s kind of part of the reason to do the due diligence on the front end is because you want to avoid that.
Robin Redd (15:50) What I wouldn’t want to do is have that contract… renewal period come up and then have a giant price increase trying to get them through recredentialing.
Mallory Smith (16:03) So, I mean, how?
Robin Redd (16:04) Do y’all, normally handle that? Yeah, it is unfortunate. The way that falls with the contract versus the cred cycle being three years but slightly off cycle of the contract. Has anybody negotiated… the contract being different? Yeah.
Mallory Smith (16:23) I.
Erica Lloyd (16:23) can take it. Mal, correct me if I’m so.
Robin Redd (16:28) Obviously.
Erica Lloyd (16:29) If you are up, you know, at that point of a renewal, like the, our.
Mallory Smith (16:35) customer.
Erica Lloyd (16:36) Success team is going to want to keep you as much as possible. So they’re not going to do something that would, you know, cause you did not want to continue the partnership with us. Our NDR is well above 100 percent. Is there?
Robin Redd (16:49) A possibility of negotiating the recredentialing rate into this contract? Yes?
Erica Lloyd (16:56) Absolutely. Look if you wanted to do a four year agreement or, you know, if you wanted to do something on standard like that, our finance team would never object to doing longer than three years.
Mallory Smith (17:13) Yeah, I actually have some five year contracts come through.
Robin Redd (17:15) So then,
Mallory Smith (17:16) that’s what Erica just for us internally when we scope out year three, if we do a standard three year, I need to find out internally if we can push any of those volumes to the re, up on the fourth year if we extend it or if we do like up for renewal. So that’s what something I can find out with our internal team.
Robin Redd (17:40) That would be great. And I appreciate you pointing that out because I really hadn’t thought about that. I kept, actually, I will say another cvo said something about year four and at the time, I wasn’t connecting the like you just connected the dots for me, but I really wasn’t understanding why they were saying year four for re, credentialing because I was thinking it has to be within 36 months. Why are we talking about year four? Now? I get now.
Mallory Smith (18:08) I, I’m with you.
Robin Redd (18:09) Now, I don’t think I was with them. I think we were on different planes at that point. But now I get it. So, yeah, that does make a difference. Because when you’re looking at the, you know, year one, year two, year three, and obviously there’s a giant front end lift, you know, you’re kind of depending on year two and year three to give you some relief. So if year three is… you know, if it’s really year three, year four and we need to kind of look at what’s coming around the corner on year three, like that, I do think that’s something that we definitely need to look at and consider. So thank you for making that point. Well, thank you.
Mallory Smith (18:53) For walking me through that. That answers everything that I needed from an ops perspective.
Robin Redd (19:00) Yeah, I would hate to be like sorry contract’s up everybody’s doing free credentialing. Good?
Erica Lloyd (19:04) Luck and then you lose the.
Mallory Smith (19:07) Ncqa certification for the delegation that you’re looking at, it’s just, we usually for our delegated credentialing customers, the ones that use us for that, they typically do a renewal like as we go through, but we just, we wanted to make sure you had clear visibility there.
Robin Redd (19:23) No, I appreciate that. That’s I would much rather, you know, we have this conversation now than I have that conversation or mislead leadership on the financial outlook for the next few years that’d be bad. Yeah, it would.
Mallory Smith (19:38) be great. Yeah.
Robin Redd (19:40) Yeah. I guess.
Erica Lloyd (19:41) Just to ask a question here with this investment… how is this comparing I guess to either what you expected or the other vendors that you’re looking at?
Robin Redd (19:55) It’s higher… it’s significantly higher. But again, I’m not at the final stage with pricing discussions with some of the others. So I’m not really sure that I have the totals yet, you know, sometimes there are other components, other modules that we’re having conversations about, and I still am not real clear on what the inclusion of those adds to the price or what that looks like. So, I think, I’m hoping, I mean, I know you’ve simplified this so that I can, and I appreciate that. So it’s easy to read. Does this include the things we’ve talked about? Does it include like the like that provider enrollment piece, the roster generation, the, any… kind of… I know that, there’s not really a contract management module… right? Correct. And let me clarify.
Mallory Smith (20:59) Too, when you say roster or delegation roster management,
Robin Redd (21:05) Roster?
Mallory Smith (21:05) Generation roster generation. Okay. Yes. So you can generate the rosters using that reporting tool, I think that we ran through yesterday. Yeah. So that is included as a part of the core platform. In addition to the screenshot from yesterday and the ongoing monitoring, I can tell you all the different products that are part of just like the core software. So that medallion core line there, that way you have an idea and roster generation, reporting, automated analytics. All of that would be included.
Robin Redd (21:34) Wow. And what about payer enrollment? So.
Mallory Smith (21:37) Payer enrollment is not currently scoped here?
Mallory Smith (21:39) Since we’re focusing on ncqa credentialing, but we can absolutely add it to the scope if there is an appetite for that,
Robin Redd (21:46) I believe there will be. So it’s okay if we break it out and price it.
Erica Lloyd (21:50) Like as an,
Robin Redd (21:51) add on, I just want to be able to present the total price because I don’t want to staff that team either. So, I mean, you know, again, I don’t want to, I don’t want to buy a solution for credentialing, but then have to build a team for something else that, we could minimize. I mean, I get that it’s not going to be a like a full solution, but if we have the platform that goes a long way, and the information’s already in there, so that, you know, that’s huge. Is there, like, I know that our contractors?
Erica Lloyd (22:27) Contract or contracting?
Robin Redd (22:28) Department, I won’t say really, it’s not network development at this point because they’re going to have to become network development to really take this on. I know that they use some kind of a CRM… is a probably generous word for what they’re using for tracking, but is there an ability to integrate those or would that just really depend on what it is?
Mallory Smith (22:54) There is the ability. So we do have an open ended bidirectional API. So as long as the quote unquote CRM software also has that capability.
Robin Redd (23:04) Then I.
Mallory Smith (23:05) can provide you with our API keys and you can share with your technical resources. We also, if your team, it does not have the bandwidth, we can also help build that integration for you as well.
Erica Lloyd (23:21) I’m wondering if the Mallory if the, I have like the product overview, there are a lot the product overview and you do we do slides, if I send those as a leave behind? I wonder if that, I think I.
Mallory Smith (23:33) Think if I’m thinking of the ones that you’re talking about, then, yes, I think that would be.
Robin Redd (23:37) It lists.
Mallory Smith (23:38) out the.
Robin Redd (23:39) descriptions.
Mallory Smith (23:39) next to each module, yeah, I think that would be a really good leave behind.
Erica Lloyd (23:44) Yeah.
Robin Redd (23:45) It shows.
Erica Lloyd (23:45) Like what’s included, and then it goes through the it’ll go through what you’re what we take care of and what an internal team’s responsibility that.
Robin Redd (23:58) Would be great. Yeah, that would be fantastic. And then that’ll also just kind of help me kind of make sure that I’m like, you know, as I look at the functionality and, you know, kind of green lighting, all of the things that you can provide. I want to make sure that the price that I associate with all of that functionality is accurate and it’s not well, that’s just the base price. And then there’s you know, yes, you can do it, but we didn’t price that in. So I just want to make sure that the numbers are, you know… well, I have.
Erica Lloyd (24:32) a slide on the pass through fees. Also, did you ask for the pass through fees?
Robin Redd (24:37) I would like to have the pass through fees. I.
Erica Lloyd (24:39) Thought, I remembered you saying that… I saw a slide on it the other day. So, let me, I’ll include that in.
Robin Redd (24:50) The.
Erica Lloyd (24:52) I’ll do the, you do?
Robin Redd (24:53) We do.
Erica Lloyd (24:54) Product overview, feature slides as a leave behind for payor enrollment to price that in, can you give us an, I guess a volume of how many applications you’d want us to include in the proposal?
Robin Redd (25:09) How do you, usually, I mean, honestly, I have no idea. How do you, normally, I mean, how, what’s the, what are the tiers that you normally do? And if we’re talking about one BH network in a single state, I wouldn’t imagine that initially. I… mean, is that something that’s scalable? Like can you start at one level? And then… if you start outgrowing that, can we renegotiate and, or just pay more to expand it? Like, of course, okay. I mean, I assume the system was scalable in terms of adding more, just you don’t want to pay for more upfront than you think you’ll need. I get that, but exactly.
Mallory Smith (25:47) No, I completely understand. There’s there’s definitely expansion opportunities that we can do?
Robin Redd (25:52) So, let’s let me take a.
Mallory Smith (25:54) Step back here and I know that you’re looking to credential all your providers, your 2,500 providers to ncqa standards, and it’s my belief that it’s for delegation with payers. Is that correct?
Robin Redd (26:08) Right. Okay. So, it sounds,
Mallory Smith (26:10) like if we consider payor enrollment, then we’re considering non delegated payor as a part of that.
Robin Redd (26:20) Sorry, what did you say that last part?
Mallory Smith (26:21) Did you hear the plane behind me? Is that I thought.
Robin Redd (26:24) your wife might know, oh my God.
Mallory Smith (26:25) And no, I had my window open because my husband, long story short. So I thought it was just me. So I was doing my best.
Robin Redd (26:32) No, you were doing fine. I was just all of a sudden, it was like, ah, I missed something.
Mallory Smith (26:37) Oh, wow. Okay. I’ll repeat that. So it sounds like you are wanting to pursue delegated agreements for the payers. Are you first wanting to establish just group agreements for those payers and then go for delegation with them?
Robin Redd (26:55) I wish that I had more detailed information to share. I just really don’t because I’m not in the discussions with the particular potential customer right now, but they’ve been ongoing for the better part of the year. I think at this moment, there’s a discussion with one health system that… we would be talking about, but I would think that our goal would be to… pursue other, you know, other payer agreements with the same network. I mean, that’s what you should do anyway. I hope that that’s what we’re thinking because if we just keep going in different states and building a network for a single customer, that’s really not nearly as financially viable as building a network and then being able to contract with a lot of different payers for that same group of providers. Okay?
Mallory Smith (27:54) Completely agree. I’m never aligned there on the strategy. So, I mean, I don’t.
Robin Redd (27:59) know, I honestly feel like my experience in how many payers for like for a VH network, I really don’t know what’s reasonable. I mean, this is a single state. So I would imagine the number is going to be much smaller. I mean, I don’t typically see.
Mallory Smith (28:17) If it’s going to be one single state, just behavioral health, 10 payers. I.
Robin Redd (28:23) was going to say, I can’t imagine more than 12 and it probably would take a while to get to that point exactly.
Mallory Smith (28:30) And to your point, we can always do an expansion on the contract itself and negotiate. So if you’re unsure of it, I would rather you have a more conservative estimate than for us to have to overuse and do the whole like push and pull.
Robin Redd (28:45) I agree. Yeah, I don’t want to, I don’t want to unnecessarily inflate the cost especially for comparison purposes, you know? So, yeah, I think we’re I think that would be a very comfortable place to start if we were at 10 or less, okay?
Mallory Smith (29:01) Perfect. So how I would typically do the math if I were to scope that out, it would be the number of providers times the number of plans that you would need for each.
Robin Redd (29:09) Obviously.
Mallory Smith (29:10) Based on this conversation, that would be 2,500 times 10. The other aspect to consider of course, is I would probably go through and blend those out over the three years because payers will take longer than our three day turnaround time. Obviously. Yeah. So I think what we can do is we’ll take those enrollments, take that number, break them across the three years. That way, you get an idea of the pricing component. And then if you end up needing more, then we can have that expansion opportunity conversation.
Robin Redd (29:40) That sounds.
Mallory Smith (29:41) Great. Perfect. Erika, I’ll make a note of that in the doc.
Robin Redd (29:45) Okay. And I’m looking for the pass through fees also. Oh gosh.
Mallory Smith (29:52) I think that’s the one thing that hides every single time I have had to pull that 12 times and I have to look for it every time… we can include that. Okay. So with this proposal then I’ll include that.
Robin Redd (30:05) And I will send you over the it’s a lot of slides, okay? Like 40 something slides that’s okay. I mean, the more that’s written really the better for me because it allows me to, you know, have it clearly defined. Instead of relying just on my notes, I’d rather reference what you’re providing and then just look at my questions and things in my notes because I’m you know, I’ve got a lot of information coming in a short period of time here and I definitely don’t want to mix it up.
Mallory Smith (30:37) I don’t envy your position.
Robin Redd (30:40) Like, I mean, it’s exciting. I mean, I’m definitely, you know, some of it’s personal preference from doing the job if I hadn’t been in like credentialing and actually used the systems that we’re talking about. You know, I might lean in different directions but it, you know, it’s the system is confusing or the labels don’t make sense to me. I don’t think they will to other people either. And that’s you know, unfortunately that matters to me like I don’t want to overcomplicate this. You know, it’s I mean, I know it mostly needs to make sense to your credentialing teams. They’re doing most of the lift, but there’s nothing more frustrating than trying to train people on a system that isn’t easy to follow. And I mean, there’s always a learning curve but the shorter than the easier that learning curve is, the better… so, I, yeah, I mean that definitely is going to factor in as well. But, but as much as I have preferences about that, I do think that a lot of it will come down to cost when it goes to leadership. So I just want to make sure I’m representing everyone fairly in terms of their, you know, the function, the solution that they’re offering and what the bottom line is, and then pointing out the pros and cons, and ultimately… the one that I would recommend. But… we’ll see what they say. I mean, like I said, I rolled one out in the very beginning pretty quickly and I, luckily… I mean, I hate to say this, but fortunately, they also don’t match up with functionality. So it’s an easy, it’s an easy one to remove. But yeah, I mean, just, it matters that you can deal with people easily. It matters that the systems are easy to work on and that you have confidence and, you know, what your partner’s going to be doing, cause.
Mallory Smith (32:42) I frankly.
Robin Redd (32:43) Don’t have the time to you.
Mallory Smith (32:46) Know, I don’t.
Robin Redd (32:46) I don’t need to go behind somebody else. I need to trust that they know what their job is and they’re doing it well.
Mallory Smith (32:54) Are you loud and clear? And I think it’s one of the aspects especially when you think of just the user interface and the value of it’s going to be easier for your team members to use it. That’s never reflected on a financial statement. It’s always black and white and it’s one of those areas that should be considered but it’s very rarely represented correctly. So, I personally appreciate it. I mean, and, it particularly.
Robin Redd (33:17) Matters when you are trying to, I mean, the pros of outsources that you minimize the staff you need. The, the con of that is that you have minimal staff that you need. And so, you know, you’re expecting a lot of productivity for the small number of people that you have. And so you don’t want the system to be an obstacle to that, you know, I mean look, I’m a live in that. It’s it’s of my own creation that I’m working in an excel spreadsheet right now with some things. And, you know, it took us two months for our tech team to just build a basic database for me to put the stuff in. And honestly, that’s such a lift just to put the I’m like excel’s easier right now. It’s not ideal. It’s you know, a 1,000 columns to the right, but it’s quicker for me than actually moving all of that data over into a database. I just don’t have the time to do it right now. And the thought of like… somebody internally trying to build a system for a process that they don’t really understand it’s like please don’t do that. Please be too busy to even consider that. That’s a terrible idea. Oh my.
Erica Lloyd (34:30) goodness. That would be a terrible idea. And then every time it breaks, you have to go to your it team and beg them to fix it. Trust me our it.
Robin Redd (34:38) Team doesn’t want to do it either. They’ve got that’s. What I’m saying like they’ve got some, a lot of very exciting innovative products, you know, that they are working on and building a credentialing system when there’s already, you know, certified cvos out there who have these things that are built and running on a dime like there’s no, why would you do that? You know, I mean, I know they’re costly, but still, it’s also costly when you figure out how much tech time that would take, how much, you know, potential delay in business coming in the door and all of the other things, you know, we’re that was one thing I wanted to ask you was the, what the implementation timeline looks like? Like there’s no data migration. Really, there’s just, I mean really there isn’t any data migration. I mean, even if we talked about like a CRM that we’re at right? At this point, we’re still at a ground zero because even that process hasn’t started. So, you know, we would be looking to, you know, I guess you would be importing based on the information we give you. I guess you would be importing from caqh. So what kind of lead time are we talking about? So, I know.
Mallory Smith (35:56) Yesterday, we talked about a typical provider groups or networks and their providers are already hired and there’s data to migrate over. If this is a clean, just like from the ground up, you’re going to send out, offer letters to providers situation?
Robin Redd (36:11) Then now.
Mallory Smith (36:12) that you’ve seen the price and like we’re still on the running. I assume we’re still on the running, then we’ll be able to what I’ll do is I’ll go to our technical support team and I will summarize the opportunity that we have in front of us.
Mallory Smith (36:26) If they’re going to be brand new providers, that you’re establishing it from the ground up. And then they’ll be able to let us know at first. There can be a reduction in implementation cost as well as the timeline itself. So if there is going to be a reduction in timeline, then we will be able to use clickup and create a phased approach for you. So then we’ll probably have our head of technical solutions join that conversation just to give you a better idea. So that’s what I can do now that we’ve been able to make it into this part. I’ll go through and summarize that and have an update for you. That would.
Robin Redd (36:58) be good. And I mean, really if that does decrease the cost in any way, this would be the time. Okay? I mean, I, you know, I do, I am impressed with what I see. I definitely think you’re you know, you’re definitely still in the time without a couple of candidates. The pricing right now is you’re definitely at the highest spot on the pricing. So anything that might adjust that down would be good, of course.
Mallory Smith (37:29) We are a premium service. We are amazing at what we do, but we are a premium service. So, we have this and.
Robin Redd (37:35) I, and I get that like, you know, I do, I mean, I know that sometimes there’s you know, there are different levels of things and like, for instance, you know, I don’t see a scenario where we’re going to be doing privileging. I don’t see, you know, there are just some things where if there’s anything that like falls into one level versus another like that’s, not going to be something that’s important, particularly not initially, the lot would have to change for that to be a need. So if that leans us more to one level versus another, if you have level pricing, then, you know, that could help because I know that a lot of the pricing I see there’s like a standard and then a premium and, you know, it’s layered. But comparing side by side, what’s included a lot of times the standard is really what all that I need. I don’t really need the extras in that premium level, so.
Erica Lloyd (38:28) I just want to make sure.
Robin Redd (38:30) I’m not comparing somebody’s standard pricing to your premium.
Erica Lloyd (38:33) Exactly, or however you do it… from, a pricing standpoint, we.
Robin Redd (38:41) Did try to get.
Erica Lloyd (38:41) fairly aggressive on pricing. There could be, I mean, I’d have to go to my CFO and say, hey, we are vendor of choice with the only thing that’s holding us back is pricing and, you know, is there a way that we can get more aggressive then they say, they usually will say, okay, can they commit to this timeline? If they can commit to this timeline, we… can see if there’s some negotiation on price… I would say.
Robin Redd (39:10) Because I don’t know the timeline. I would say look and see what it looks like across the three to four year mark?
Erica Lloyd (39:19) And see, because.
Robin Redd (39:20) it could be that year two and year three or year two through four may level things out a bit. It’s hard for me to know without, you know, I mean, we’re looking at year one which has the implementation fee and probably the largest lift financially. When I’m looking at your pricing versus someone else’s I’m looking at like a.
Erica Lloyd (39:41) You know, a three or?
Robin Redd (39:43) Four year snapshot. So, if yours is up here in year one and then it’s.
Erica Lloyd (39:48) much lower.
Robin Redd (39:49) For the next few then it could be that it’s you know, it’s balancing back out. Yeah, if it stays at like half a 1,000,000 dollars across four years, I can tell you that’s probably a deal breaker that’s probably.
Erica Lloyd (40:03) Way too.
Robin Redd (40:04) High compared to the others for them to.
Erica Lloyd (40:06) To see the difference?
Robin Redd (40:08) In the value, I’m not saying that, I don’t.
Erica Lloyd (40:10) think you guys have.
Robin Redd (40:11) Top tier value. I’m just saying it’s you know, we’re far enough apart that I feel like we need, I need to see the bigger picture across a few years to see if we’re really that far apart because we may not be, I mean, if.
Erica Lloyd (40:28) if I’m looking at.
Robin Redd (40:28) a cvo where all three years are much closer in price, then it could actually end up being higher if that makes any sense. Depends on what your other years look like.
Erica Lloyd (40:39) Honestly, we like once we add peer enrollment, oh, I lost there, we could be too expensive like I just want to put it out there like as much as we’d like to do it. We could just be cost prohibitive.
Robin Redd (40:52) Well, and I mean, that’s you know, peer enrollment is wasn’t part of the ask when they asked me to do this, I included it because I feel like they weren’t thinking about the fact that that’s going to be a need. It’s something that could be built in house. I’d rather not. But it is an option. So, I think, you know, just why don’t you break it out in the pricing so that we can see.
Erica Lloyd (41:15) What?
Robin Redd (41:15) The difference in what it looks like without it and what it looks like with it, and then just carry the credentialing piece across that three to four years. If we can carry it across through the recredentialing cycle, then I feel like I can, you know, I can compare it more fairly because I think everybody’s initial lift is different. The way that people do the numbering over the few years is very different. I’m finding. And so,
Erica Lloyd (41:46) it’s.
Robin Redd (41:46) certainly everybody’s year one is going to be higher because there’s some kind of a front end implementation fee, which is understandable.
Erica Lloyd (41:56) But it’s the year.
Robin Redd (41:57) It’s the years that follow because really, you know, we’re looking at this as, you know, if we’re looking at it as a three year commitment, we really just need to know over the three years, what is the total cost?
Erica Lloyd (42:07) So, I don’t.
Robin Redd (42:08) want to rule it out because year one is, you know, is high, but.
Erica Lloyd (42:14) I.
Robin Redd (42:15) would say put your best pricing out here as soon as you can, just because we are, you know, I’ve had some little added time here a little buffer with Amanda being out of town, but when she gets back, I know she’s going to be anxious to get this in front of them. I think the negotiations are getting to a point, with a potential.
Erica Lloyd (42:36) Customer here that then they.
Robin Redd (42:41) need this information to know how to negotiate price. So.
Erica Lloyd (42:45) Yeah. So we’ll, price them out just so you can see like year one is obviously has implementation, but that’s 35. Okay. I just want to be transparent like we may have some flexibility if we’re vendor of choice, but it’s not going to be like… 100 K less because it is a big scope of work, that you’re requesting like it would, if you were to build this in house, it would be 11 or 11, 1,213 ftes. As as you were saying.
Robin Redd (43:16) Right. I know.
Erica Lloyd (43:17) They are financing, which is like, yeah, we’re not, we would not be financially on the upside talking about, you know, maintaining the customer you’d get and we, you know, we haven’t gone through full implementation and what post sales looks like from you getting an engagement manager, an account manager, the technology lift the actual work that we’re doing it’s expensive. And so, I know what they’re thinking about from like a… you know, customer acquisition and customer maintenance cost. So I just want to make sure it’s clear like, yeah, we could do a little bit, but it’s not going to be a significant needle move. And I think just like,
Robin Redd (43:55) even with the provider enrollment, if we’re talking about, you know, just as much as we can scale it to the number that we’re talking and not overscale it. You know, I think that’ll help a little bit, but, you know,
Erica Lloyd (44:08) just, I mean, it is.
Robin Redd (44:10) What it is, I would say if that, if you think that’s the best pricing, then put that forward, just help me out by showing me what the contract cycle is going to look like or at least through the recredentialing cycle because that’ll help me see really what the average is going to be through the contract period, which is you.
Erica Lloyd (44:28) Know, I mean, I know that I know the front end.
Robin Redd (44:30) Lift matters, but, you know, so do the other years, you know, you don’t.
Erica Lloyd (44:37) all one.
Robin Redd (44:37) year, you know, but there’s an ongoing cost. So definitely need to look at that and, you know, and you make good points. I mean, you know, looking at the difference in how many ftes it would take to support the outsource versus how many ftes it would take without an outsource.
Erica Lloyd (44:52) Is huge plus benefits plus.
Robin Redd (44:59) Tech support. I mean, so, you know, there are a lot of factors to consider and I promise that I’m on your side in the, I want to outsource, you’re not having to convince me there. I do not want to do it in house. I mean, I can, but I don’t want to. So I’m definitely, you know, I’m definitely in the camp of let’s find the best partner we can, and, you know, as long as we can afford it. And, I want to make sure that what they negotiate with the customer provides.
Erica Lloyd (45:33) Enough.
Robin Redd (45:33) Revenue stream so that we’re not just doing this, you know, as a pass through like we need to make money on it too. So they need to understand what the lift is and that’s part of why they’re asking me like what?
Erica Lloyd (45:47) Will it take for?
Robin Redd (45:47) Us to do what we have to do if we agree to this contract so that they know the costs so that they know where they’re negotiations need to be. So.
Erica Lloyd (45:58) Yeah, that makes sense. All right. We’re we’re gonna, run to our next call. So we’ll let you run. Thank you. We’ll send you all these follow on items then. So you will perfect price out the pay enrollment. I’ll send you the, you, do we do and what’s included in all this? And I’ll send you the finalized that would be great. And then let’s, I’ll let’s so you’re back?
Robin Redd (46:23) I’m back next.
Erica Lloyd (46:25) Thursday. Okay. We can follow on, let’s see. I think Mallory’s out on Thursday. Why don’t we do the?
Mallory Smith (46:33) I’m not out on Thursday.
Erica Lloyd (46:35) Next Thursday, the 20 third?
Robin Redd (46:38) The sixteenth?
Erica Lloyd (46:40) I’m back on the sixteenth. Oh, you’re back the sixteenth? Okay. Yeah, let’s do a quick.
Mallory Smith (46:44) I thought you meant the, the on site Eric, and I was like, no, we’re not gonna be there on Thursday.
Erica Lloyd (46:50) So are, so you’re, should we do the sixteenth then to reconnect? Or should we, do, let me see, yeah, let’s cause Mallory’s gonna be out the week of the twentieth?
Robin Redd (47:02) The sixteenth? I’m free from,
Erica Lloyd (47:10) 30 on. Okay. Let me send you an, I’m gonna send you an invite for two o’clock… okay. That sounds great. And that way we have time just.
Robin Redd (47:21) To reconnect and that’ll give me time to take a look at everything you send me between now and then that’ll give me some time that morning too.
Erica Lloyd (47:28) Sounds good. Well, enjoy your vacation with your.
Robin Redd (47:30) Daughter. Thank you. You guys have a great weekend. Thank you so much for the quick turnaround with everything. Of course, of course, have a great weekend.
Mallory Smith (47:37) Do not think about this when you’re hanging out with your daughter tomorrow.
Robin Redd (47:40) I’m gonna try that too.
Mallory Smith (47:42) Okay. I already know all.
Robin Redd (47:45) Right. Take care, guys. Bye bye.