Transcript
Nneka-Shay Grant (00:00) hello?
Jeremy Walker (00:03) How’s on mute? Hey, Anika?
Nneka-Shay Grant (00:06) How’s it going?
Jeremy Walker (00:08) It is going well. Awesome. Setting this one up for us.
Nneka-Shay Grant (00:14) Yeah, I’m excited about this one?
Jeremy Walker (00:16) Yeah, it should be good. Thank you.
Nneka-Shay Grant (00:31) All righty. He is here. I’m about to let him in.
Jeremy Walker (00:34) Okay. Sounds good.
Nneka-Shay Grant (00:35) Awesome. You want me to do a quick start off with intros?
Jeremy Walker (00:38) Sure. Sounds good. Yep.
Nneka-Shay Grant (00:49) Hey, matt. Good afternoon. How are you? I think you might still be muted?
Matt Tinsley (00:55) Yes, sorry, no worries. How are you doing? Great. I normally use teams. So, zoom is kind of unusual for me.
Nneka-Shay Grant (01:06) Yeah, it takes a bit of time to get adjusted, but thanks for taking the time excited to connect today. I’m Anika, I was the one who reached out. I work on the partnership side here at medallion, and I noticed umc’s growth alongside your transition to epic. So I thought that medallion could be a strategic partner in the credentialing and enrollment front. So, I invited Jeremy walker who’s my account executive here. We work alongside each other very closely, so he’ll be able to give you an introduction to medallion and why we thought it would be a good point to reach out. So, I’ll.
Matt Tinsley (01:40) pass it to you. Sounds good. Yeah, thank you. Yeah. And.
Jeremy Walker (01:43) Great to meet you, matt. I appreciate you being here as Anika said, I’m Jeremy walker, I’m based in Raleigh, North Carolina. I’m super excited. It’s master’s week. As you can tell, I got my little master’s quarter, zip on.
Matt Tinsley (01:59) Before you get into it, I noticed you have a drum set and a guitar back there.
Jeremy Walker (02:04) You sure you noticed correctly? Yes.
Matt Tinsley (02:07) So, check this out. Check this out.
Jeremy Walker (02:10) Please show. Yeah. Oh, there you go. Yeah.
Matt Tinsley (02:15) So, no, I’ve played guitar in bands for many years.
Jeremy Walker (02:20) Okay. What style?
Matt Tinsley (02:23) Oh, you want to guess?
Jeremy Walker (02:27) Oh, man, because you’re asking, I’m guessing it’s kind of out there. I’m going to go with, I’m going to go with blues like I feel like you might be because you’re in Texas. You might be from like the deep south and have like a jazz or blues background, no.
Matt Tinsley (02:42) I like playing a little bit of blues, but it’s really, my first love is hard rock. Okay? Yeah. So heavy metal, hard rock there?
Jeremy Walker (02:52) You go, I’ve played.
Matt Tinsley (02:53) in bands for a long time doing that. But now, of course, living in Texas, I play coffee shops and restaurants, and I play country.
Jeremy Walker (03:02) Oh, very cool. Yeah. Anyway, that’s my favorite to listen to. It’s pretty from a drumming perspective. Not that exciting. Yeah. So, yeah, but that’s cool. It’s cool that you’re still doing gigs too. So, do you sing as well or do you just play guitar?
Matt Tinsley (03:17) Oh, man. It’s funny. You ask that because I just lost my musical partner who’s an internal medicine physician. He moved away. He moved to a different health system in abilene which is about three hours from here. Yeah. And so I’ve gone the solo route and I’m trying to, I do sing but I would prefer to just play guitar and let somebody else sing. And so, yeah, I’m trying to get back into that mode of singing and playing guitar, but it’s challenging.
Jeremy Walker (03:48) Who do you feel like your voice aligns with most in the country world today?
Matt Tinsley (03:53) Oh, let’s see probably maybe Morgan Wallen a little bit. Wow. Okay. Kind of that’s.
Jeremy Walker (04:01) a big voice?
Matt Tinsley (04:03) Yeah. I like, I really like his voice. Yeah, it makes me laugh a little bit that he, how he puts the twang on it, you know? Yeah. And, I don’t quite have that down. I’m from New Mexico originally. So.
Jeremy Walker (04:17) I was going to say you do not have the same talking voice as Morgan Wallen, that’s for sure.
Matt Tinsley (04:21) That’s hilarious.
Jeremy Walker (04:22) And I mean, that in the best way possible.
Matt Tinsley (04:24) No, yeah. No, I get it. Yeah, anyway. Sorry to derail, but I wanted to, I saw the guitar, so.
Jeremy Walker (04:29) No, it’s definitely a statement having, my kit and guitar behind me. So it’s often a topic of conversation so, well, cool. Well, I appreciate, the intro to yourself. It’s always nice to get to know people on a personal note for sure. Yeah. With, with that all said would love to hear. Obviously, I looked at your LinkedIn, I did my research on umc apart from what might be obvious, right? What’s going on within umc internally today. I know you’re growing. I know you’re at about 120 providers. Maybe it sounds like today and just acquired a new urgent care center. So would love to know, yeah, a little bit about what’s going on and maybe what Drew you to having the conversation with us today.
Matt Tinsley (05:17) Sure. So we have about 130 some odd providers… we have that includes apps. And so I’m part of umc health system. However, I’m the coo of umc physicians, which is a separate entity from the health system in Texas. We operate that way. So different tax id number from the hospital. However I’m very involved on the hospital side as well. I work very closely with my counterpart over there who’s the coo of the facility. I’m the coo of the physician group, and we have 32 clinics, varying specialties. We have OB gyn, neurosurgery, heart… surgery, and Gi, are our specialties. And then a ton, which is very, kind of unusual these days, but we have a lot of family practice and internal medicine clinics as well. So that’s my primary responsibility is keeping, you know, contracting the doctors, getting onboarding, new physicians, onboarding, new apps and contracting them, and then keeping the operations of each of the clinics running smoothly. We are, we just, well next week we open a brand new cancer center. And I’ve semi been involved in that. I’m responsible for the referral center operations that work very closely with the cancer center, and of course, the hospital as a whole, the health system as a whole. But my team, one of my direct reports is responsible for the referral center and we stay very busy in that respect. Yeah. And that’s just a very high level summary. We are opening a brand new clinic, family practice clinic on cinco de mayo, and… that will be fun in a growing area here in Lubbock. It’s a little community outside of Lubbock called wolferth. And with our second drive through clinic, which is a kind of an interesting concept that nobody else was really doing. We get calls from all over the country, people asking about our drive through clinics. And what we do is, you know, covid testing, flu testing, strep stuff that moms with kids can just drive their minivan into the drive through, get the testing and then drive right out kind of like a quick oil change, you know, type. Look, yeah. Yeah. And so I’m responsible for all of that as well. But it’s a very high level summary there’s.
Jeremy Walker (08:17) So much in that. And what I’m hearing is that the common theme across all of the things is you’re adding providers and.
Matt Tinsley (08:25) you’re.
Jeremy Walker (08:26) continuing to, you know, deal with licensure and credentialing and payer enrollment as you grow, right? Because with every new facility comes new providers, and with new providers, comes all the complexities of getting those providers ready to see patients, right? Right? So that’s the problem that medallion solves. Would love to know. It sounds like obviously as coo, I’m sure. There’s a lot of things that roll up to you. Do those components of provider onboarding, credentialing, payer enrollment, do those roll up to yourself? Or is that somebody else?
Matt Tinsley (09:04) Yes, they roll up to myself. The same Guy, the same director that reports directly to me. He’s our managing director of business services. It rolls directly to him. But he comes to me since he reports directly to me. And so it is ultimately my responsibility as well.
Jeremy Walker (09:22) And as umc physicians, do you make decisions with regards to let’s say what we just discussed? Credentialing payer enrollment agnostic of umc health systems or do you guys operate as one kind?
Matt Tinsley (09:37) Of in a way? Yeah, that’s a great question. So currently, we’re operating separately… in the future. We will probably try to bring that in together that piece of it a little bit more. Of course, on the hospital side, there are many different physicians as well that onboard hospitalists, you know, that kind of thing. And so we are, we have talked in recent meetings about maybe bringing those in together either.
Jeremy Walker (10:08) Us, you know?
Matt Tinsley (10:10) At umc physicians taking on the entire operation, or maybe somebody at the hospital taking that piece from us. We don’t know exactly what exactly is going to happen. But anyway, we’re talking about that.
Jeremy Walker (10:26) Interesting. Okay. And. I’m sure you don’t know too much about the, you know, the nitty gritty of those processes, credentialing payer enrollment, but what about those processes make their way all the way to you today? Like are you hearing rumblings of things that you’re trying to fix or is there an initiative to change the way that those processes are done? Like once they come to you and you start hearing about things? I’m curious what that sounds like? Yeah.
Matt Tinsley (10:56) I usually hear about problems, you know, if we run into some problems and delays, that kind of thing. I have an insurance background as well. I’ve been with umc now for about three and a half years and prior to coming to umc, I was on the, for a while for seven years. I was on the payer side and so they’ll bring me all of those issues that they, if they have questions about payers and delays, I have some good contacts with each of the larger payers that I can call and help facilitate, maybe expediting some of that. But I also work on the independent side of clinics after the insurance. The experience for many years opened up several independent clinics. So I was heavily involved in enrollment and credentialing when I was on the independent side. And so, yeah, if they run into problems, they’ll come to me with questions. We have a great team here that is pretty efficient in getting things done although we do run into time problems, you know, sometimes with, if we need a provider pretty quickly and, you know, sometimes there are delays, that sometimes we can’t really control. And I know you guys know that, and you may be able to help us in that respect, but.
Jeremy Walker (12:27) Yeah. So, yeah, and apologies for so many questions. I just, you know, personally, the way that I approach these calls is I want to make it very clear if there’s an opportunity for us to help you. And as I’m asking these questions, I’m trying to find the right approach for how we could potentially help you. And I think again right now the, what I’m hearing is there’s growth that’s imminent, right? That’s happening right now. And sounds like there’s going to that plan is going to continue to unfold for the next several years. And so, right off the bat, the big value driver that I think we could potentially help with is just giving you the ability to scale up your operations and provider count without having to continually scale up the size of the teams that are performing these functions today, right? And so I would be curious to, from your perspective like last question before I kind of give you a little bit more about medallion is when you think about the areas that we could impact, so, licensure, credentialing, payer, enrollments, even delegation, right? Are there problems within those systems and functions today that you’re trying to solve? And that’s why we’re talking today or is talking to us today? Just out of a genuine curiosity of hey, let’s see what they’re doing and maybe they’re doing things differently. And maybe we should like, is there an active initiative to fix something that’s broken? Or is this a more of a curiosity question?
Matt Tinsley (13:54) I think a little bit of both. I think there are opportunities where we could get better on our end and be more efficient at what we’re doing. But yes, curiosity as well for sure.
Jeremy Walker (14:07) What would better? Because early on the call, you mentioned that you feel like your team’s doing a good job with, you know, the turnaround times and things like that. So what would better look like what, where do you feel like the team is missing the mark today? And what outcomes are you hoping that would drive if it got better? Yeah?
Matt Tinsley (14:28) It’s really, yeah, you know, for the most part, everything runs fairly smoothly however, if we could figure out a way to speed things up at times, that would be good just because it’s for some reason. And I know it varies… there are times where we’re able to get people onboarded pretty quickly and enrolled. But, you know, how medicare is at times slow? Yes, yes. But then they get better for a little bit and then they slow down again, I guess depending on volume and that kind of thing. But yeah, if we could find ways to make it a quicker, more efficient overall process, that would be something that we’d be willing to listen to. If you figured out the magic potion on, that would be something we’d be interested in.
Jeremy Walker (15:24) What, I promise you, maybe I don’t promise, but I’m trying to be concise with my questions. Yeah.
Matt Tinsley (15:33) So, if.
Jeremy Walker (15:34) we were able to do that, right? And let’s put yourself in your own shoes. 12 months from now, you’ve partnered with medallion and we’re taking your turnaround times from say nine to 120 days down to, you know, maybe 60 days. What would that, what would that do for you? What would that mean for the organization? What outcome, would that drive? Like ultimately, what would a shorter time to go live for your providers? What would that, what would that summarize to? Oh.
Matt Tinsley (16:01) That’s just, you know, getting them to work quicker faster. We have patients that, you know, when we get a new provider, they usually especially on the family practice side, they fill up quickly. And so, it would help us, you know, put them to work faster where they could start building their practices and, and revenue, of course, increased revenue. And, so that would be a, really, good thing for us, for sure. So, it would be just, you know, getting people ready to go faster and then moving on to the next one, to, again, increased business and, take more of the market share from our competitor across the street that’s a providence related, group. And, and we’re doing a good job of that right now. We’re able to, we’ve, taken, a larger percentage of the market share now, and, we’re trying to capture, of course, commercial lives. More so than anything else, we are partnered with, outside clinics that, will see our medicaid population and that kind of thing. In fact, I’m on a board of, medicaid related clinic, that has significantly helped, which is the reason I’m on the board is to kind of help facilitate that. But, and it’s a great organization. But yeah, that’s, those reasons really, is, to get people to work quickly, you know, absolutely.
Jeremy Walker (17:44) And there’s kind of a two sided benefit to that. One is what we would define as like provider experience, right? Providers are hired and I don’t know if they’re W, two or 10 99 within, within umc, but, essentially, it’s like they didn’t come to sit on the sidelines and wait to see patients, right? They want to be productive as soon as possible. And then the second component of it, which is a much more hard dollar, actual impact is what you described, which is, you know, faster onboarding means faster time to revenue, right? And so, what sometimes we’ve done is, as we look at like a potential business case, is we say, okay, what’s the revenue of umc physicians today? How many providers do you have? Because providers are the source of revenue for the company period, right? So then we can look at, okay, what’s, what is the average provider generating in revenue, per day, right? I think when we’ve done this before, it’s somewhere around like 2000 dollars a day, let’s say, right in revenue. So, if medallion can shorten that time to revenue by 10 days, right? Multiplied by 2000, that’s a 20,000 dollar revenue impact, right? Yes.
Matt Tinsley (18:55) Yes.
Jeremy Walker (18:56) So, that’s how we’ve kind of again partnering that with the soft dollar of like, hey, the provider is going to be happier because they’re in market 20 days sooner, right? So that’s how we’ve kind of structured business cases that are focused on faster time to par status? Does that resonate with you? And maybe would that be again, not as an immediate next step, but like as we potentially get to know each other more and more, would that be a helpful exercise for us to entertain? Sure?
Matt Tinsley (19:26) Absolutely. Yeah, I.
Jeremy Walker (19:28) think we could do it. We could do it by payers too, right? So, we have tons of payers that we work with in the state of Texas and we’ve got averages for all of those payers, right? So we could get a list of your current payers within Texas, any outside of Texas, which I don’t think you’re doing any business outside of Texas, and then essentially just do a one to one comparison. These are your averages today. This is what medallion is averaging, what on the back end? What would that actually mean from a revenue perspective? Right? So, okay, it’s good to know that might be helpful if that was the business case and let’s say there was a, you know, let’s say there’s a 2,000,000 dollar difference and medallion’s 200,000 dollars a year.
Jeremy Walker (20:11) Like, would that be a compelling story that would get your ears perked a little bit? And, you know, potentially hurt the right to more discussions, right? Would that be something? Yes?
Matt Tinsley (20:24) Absolutely. You know, being a separate entity from the health system, we’re fortunate, we’re part of a health system that actually does very well financially. And so, although on our side of things on the professional side of things, when I first got here and I received my first, you know, end of month financials report, I thought what the heck because, you know, I came from the independent side where we were always in the black even if it was just a little bit bare.
Jeremy Walker (20:59) In the black, you know?
Matt Tinsley (21:00) After paying physicians and such, well, on this side of things, it’s a little bit different because it’s a large, you know, a medium sized to large health system and we exist as a separate entity to refer into the health system and to build, you know, what we call the contribution margin for the facility. However, it would look, really good if we could get some of our clinics that operate in the red currently into the black to where it just wouldn’t look so bad, you know, on the end of month reports and such.
Jeremy Walker (21:49) Sorry, just really quickly. I want to make sure what is define in the black one more time for me? I know you did, but just, I want to make sure I understand it loud and clear. So.
Matt Tinsley (21:57) Just not losing money, either, breaking even or, you know, making a little bit of money on our side of things on the professional side, the facility side has no problems with that. At this point. We have really good contracts. On the facility side. We’re currently working on our contracts that I, you know, I took over when I took the position on the professional side, but as you know, that can be a very long arduous process oh.
Jeremy Walker (22:29) For sure. Yes.
Matt Tinsley (22:32) And so, anyway, it would really help if we could, you know, fix some of that a little bit although the pressure is really not being put on by the hospital CEO, our, my boss, it would look really good to, you know, to improve the financial performance a little bit on the clinic side of things. So, for.
Jeremy Walker (22:59) Sure. Okay. That’s helpful. And I think again… as we think about the revenue generated at each location, especially these new locations, right? If we’re onboarding providers much faster, hopefully, that puts them off on the right path to where they’re not, you know, out of the gate, they’re not a at risk location of becoming a black location, right? So, okay.
Matt Tinsley (23:24) Well.
Jeremy Walker (23:24) That’s helpful to understand. I’m going to show you two slides. Okay, not a big slides Guy, but I do think it’s helpful for us to kind of root the conversation a little bit. Sure. I don’t know if you know about, let me stop sharing that’s the wrong screen. I don’t know what you know about medallion today, but at a high level, we’re an ncqa certified cvo who has been fascinating founded in 20 20 with the purpose of changing and modernizing a very antiquated and outdated space within the healthcare vertical, credentialing licensure and payer enrollment, right? Historically, those functions have been viewed similarly to a utility. It’s just something that you have to pay. It’s a function that doesn’t really do anything other than just allow your providers to start seeing patients. But we’ve been able to fundamentally change the way that those organizations are looked at from a revenue cycle perspective. Where, hey, the faster we get providers in network and billable, the faster the organization collects revenue, right? And with that vision, is how we’ve been able to get backing from the companies that you see here, right? Optum, Google, sequoia, and also obtain over 400 customers in the space. And so again, the way to think about medallion is we’re a modern and transformative way to look at these functions. And ultimately, the goal being we want to do things faster, we want to do things more accurately and we want to do things for less cost, right? And so, a story that aligns with that vision is family care centers. They, when they came to medallion, very similar spot to where umc is at today, where they were acquiring.
Jeremy Walker (25:11) And they were also organically growing at a pace that was unsustainable for their current system for their current processes. And since they’ve partnered with medallion, you see the quote here from our partner over there, matt Ortiz is his name. They’ve been able to quadruple in size, so grow from 120 providers to 450 providers. In that growth, they have not had to hire anyone on the, any ftes on the licensing, credentialing and payer enrollment teams. And so really, that would be the opportunity for vex reduction as part of the business case is, hey, as umc grows, what’s your current efficiency ratings between your full time employees that are doing these functions and your providers? And if you were to grow by 20 40, 100 percent. What would that mean for the headcount of that team, right? The second way which we’ve already talked a. Little bit about is value when it comes to acceleration, right? So for them, they were seeing 90 to 120 day turnaround times, which is actually pretty normal, right? And some would say that’s even above average, right? But in partnering with medallion, we’ve been able to shrink those turnaround times down to 45 to 60 days. And so the delta between 120 days and 60 days, that is a significant revenue impact for their organization. So what does this whole story tell? It tells that medallion is going to allow the organization to scale without adding opex every year, but we’re also going to do things faster and more accurately than the current process is today. I know that’s a lot would love to get, you know, hopefully this resonates any questions that you have. No.
Matt Tinsley (26:56) And it definitely resonates we’re currently we’re you know, in the 90 95 to 100 day mark. So, yeah, that definitely resonates with me. And so, and I know it’s you know, with your experience and expertise, it would be nice to get that down to, you know, 45 or, you know, even 60 days would be a lot better for us. But yeah, so definitely interesting for.
Jeremy Walker (27:26) Sure. And when you say 95 to 100 days, is that the end to end process? So that includes the credentialing process, primary source verification, and also pay or enrollment? Yes. Okay. Yeah, that’s that makes a ton of sense. So, I’ll say right off the bat from the data that I have, first and foremost, we have a three day SLA on credentialing. So, what does that mean? It means that if and there’s revenue associated with that SLA. So it’s actually an SLA that has teeth to it. So if we miss the mark, there’s revenue implications of that. So that’s three days to complete primary source verification, right? We’re averaging one day right now, which is pretty quick. So you add that average of one day to our average across the state of Texas for pay or enrollment is 54 days. So our average for your organization would sit at right around 65 days and that’s credentialing and pay or enrollment. Obviously, there’s a lot of factors that could make that a lot quicker.
Jeremy Walker (28:24) But I’m trying to be, I’m trying to use averages because it’s the safe way to, talk about this. So, yeah.
Matt Tinsley (28:34) I.
Jeremy Walker (28:34) think as far, as far as you know, it sounds like there’s some alignment. There’s also delegation within medallion. We can help set up, and keep delegation. We were able to get them seven delegated agreements in the first six months. That’s something that we can definitely talk about as well. Is delegation relevant at all, to you?
Matt Tinsley (28:51) Yes, it truly is. And we’ve had, we have a few delegated agreements, but we have one in particular that has been very difficult and it’s a Texas based organization called Baylor Scott white health plans. It’s they’re both on the, you know, provider side and on the payer side, but used to be an organization called first care health plans that Baylor Scott white purchased and they will not do a delegated agreement with us at this point. And so, and I haven’t been fully involved in that process. But yeah. So that’s do?
Jeremy Walker (29:33) You know what the, because usually the objection is simply either you don’t have enough providers, you know, you don’t meet ncqa criteria. Really, there’s only a handful of reasons why they can deny you delegation. I’m curious. Do you have insight as to why they’re not honoring that request?
Matt Tinsley (29:51) No, not really. At this point, this just recently came up and the Guy I was talking about earlier Marco we were discussing it, but I can find that out but that’s and, you know, that’s about seven or no. I’m sorry, it’s a little more than that. Now, it’s like 11 percent of our payer mix because it’s a locally well, I say local, but, you know, state of Texas health plan that is selling more lives in our area. So it would be nice, you know, to be delegated.
Jeremy Walker (30:30) Yeah. How many total payers? And then of that total amount, how many of them do you have delegated contracts with today?
Matt Tinsley (30:38) Oh, let’s see. I don’t know the exact number of total payers. We have some of the little ones. Still, you know, we have, a lot of payers, we have like six or seven delegated agreements, but yeah… we have a lot, I mean.
Jeremy Walker (30:56) Ballpark it, is it like 30? Is it 50? Is it 10?
Matt Tinsley (31:01) Yeah, it wouldn’t go as high as 50? It’s probably in the 30 range, the high twenties, 30 range. Yeah.
Jeremy Walker (31:08) Okay. That is quite a few. So good for you guys kind of casting a wide net there. And then like you said, about six or seven is delegated today… personally. I think again, I told you the reason I ask a lot of questions is because I really want to see if there’s a potential need that we can help with. I think based on your current turnaround times, the fact that we can do that pretty much guaranteed 40 days quicker, maybe 30 to 40 days quicker. The fact that you’re running into hiccups with delegation that’s something that we can help with. And then also just on this idea of growth without headcount as you add more providers, the team is going to need to grow proportionately with that. From my perspective, it definitely makes sense to have additional conversations. If you’re aligned there. I think we can talk through what I think next steps should be. But give me your perspective if you think differently, yeah.
Matt Tinsley (32:07) No, I don’t think differently. I think further conversations can happen for sure. I’d be interested in seeing kind of how your fee structure works, how you guys set that up and that kind of thing. And then we can talk further for sure. Sounds good. Yeah.
Jeremy Walker (32:25) So, and I’ll just briefly introduce the pricing model which is essentially it’s volume based. So we would sit down and we would say, okay, you’ve got 30 payers today. Seven of them are delegated. So that means that we would be doing, you know, realistically we’d be fulfilling 23 enrollments per new provider, right?
Jeremy Walker (32:46) And then we’d also look at revalidation, we would understand how many of your new providers are already licensed in the state of Texas. How many will we need to do licensure for as well? So it would be an extensive scoping process and we’ve got, you know, a whole team dedicated to scoping this all out. So that’s the broad of how it’s priced. And then with regards to next steps, I think what would be cool is kind of do it in two parts. One is like we’ll give you a quick demonstration. I’ll bring my technical counterpart on the call to.
Matt Tinsley (33:20) Give you.
Jeremy Walker (33:21) A demo of medallion. And then following this call, what I would like to do is send over like a very brief questionnaire like five or six questions of some things that we maybe didn’t cover on our call today. And I can start to illustrate some of that business case of what it might look like, what the revenue impact could potentially be. And so that next step would be let’s review the demo. Let’s introduce you to the medallion platform, show you how we do these things in an automated fashion. And then the second half would be focused on, hey, what does this actually look like from a value perspective? Does that, does that, do those sound like some good next steps or?
Matt Tinsley (34:01) Absolutely. I am in the process of changing. My current executive assistant is retiring and I have hired a new executive assistant who starts on Monday and so, but I would like, yeah, if you just shoot me an email or something, we can get them involved. And during the training, that may be a good training opportunity also. Yeah.
Jeremy Walker (34:26) On Monday, hey, schedule my first meeting.
Matt Tinsley (34:30) Exactly. Yeah, that kind of thing. Well.
Jeremy Walker (34:31) I will say too. We’re gone pretty much all next week and I know we’re over time at some onsites. So I’ll let you, I’ll let you go. I’ll send you a follow up email after this, and then I’ll follow up with you on Monday to actually get something scheduled for the week of April and we’ll go from there. But great catching up. Thanks for bearing with all my questions. I think there’s a really cool opportunity here and so we’ll continue to talk further and see if there might be a fit.
Matt Tinsley (34:56) Sounds good. Thank you both. Appreciate it. Thanks matt.
Jeremy Walker (34:59) Have a good one.
Matt Tinsley (35:00) Bye bye.