Transcript
Noah Laack-Veeder (00:00) hey, what’s up, my man?
Brendan Cherry (00:02) Hey, boss, amigo.
Noah Laack-Veeder (00:04) Not much. Just been deal sitting. Lovely. Were you able to go to Austin at all or were you just in the, just at that conference? Did you do both?
Brendan Cherry (00:20) I’m sorry, say again?
Noah Laack-Veeder (00:21) You were at the conference and then you also did qsrs this week?
Brendan Cherry (00:25) Yeah, yeah, yeah, I’ve been out since Sunday. I just got back late last night.
Noah Laack-Veeder (00:30) I’m pretty beat you’re grinding, I bet.
Brendan Cherry (00:34) Yeah. But yeah, man, it was fun like we went to… we went to what was it called? Joe Rogan’s, like comedy club in Austin. I was crying laughing. There were some great comedians in there. People I’ve never heard of. I.
Noah Laack-Veeder (00:52) Love stand up.
Brendan Cherry (00:53) Yeah, this one Guy in the front seat, got roasted, that might have been the funniest part of the show. And like Shane Gillis just kind of came out of nowhere. Oh, wow. And yeah, he was working. I guess he’s gonna be like doing the roast at Kevin hart that’s maybe coming up on netflix or something. And so he was practicing, he was practicing some roast jokes, but, yeah, it was good, man. That was fun. That’s awesome. I mean, it was just like, you know, it was pretty busy for the most part.
Brendan Cherry (01:29) Let’s check on our friend Jennifer. Yeah. So I did your,
Noah Laack-Veeder (01:36) prep call. I had, I was at another… hot op that’s trying to close in like the next like week.
Brendan Cherry (01:44) Oh, here we go.
Brendan Cherry (01:53) Hello, Jennifer.
Noah Laack-Veeder (01:59) I think you might not be on mute if you’re talking Jennifer?
Brendan Cherry (02:02) Oh, yeah, it’s just strange.
Jennifer Killough (02:04) Because both of them were on, when I joined the call, I’m not sure what happened. Sorry about that. How are you?
Brendan Cherry (02:10) I’m doing very well. Thanks. How about yourself? I’m good. Excellent. And remind me, are you based in North Carolina? Yeah, I.
Jennifer Killough (02:21) am in North Carolina. So, our corporate office is in asheville and I am just under an hour away from the corporate office all.
Brendan Cherry (02:32) Right, excellent. So I actually went to Charlotte for the first time on Sunday for a healthcare conference like mgma operations. It was pretty busy and I had the largest pizza I’ve ever seen in my life. We had it delivered to the booth. So people actually just came by even if they didn’t want to slice, they wanted to take pictures with it. And I forgot the name of the spot. I’ll I’m sure I can look it up, but, yeah, it was, that was interesting. But in any event, very nice to meet you. And thanks for joining this afternoon. Yeah, I know we were connected through dr McCann and Noah sent some cookies over. So, I, you know, appreciate him getting us in touch. I’m Brendan, I’m you know, part of the sales team here, and I’ve been with medallion for a few months and previously spent the last two years working with generative AI development companies. And here specifically, we’re applying some of that technology towards provider onboarding operations. So of course, we’re happy to go through that today. And I’m joined by my colleague Noah who I’ll let introduce himself as well. Yeah.
Noah Laack-Veeder (03:39) Hey, Jennifer, Noah, lockbeater solution consultant. Think of me as more of a technical point of contact.
Noah Laack-Veeder (03:44) I’m based in Madison, Wisconsin. Only thing I know about asheville is I got a lot of friends who live there or used to live there and do a lot of biking. So, I just think of biking whenever I think of asheville, so I’m not sure if you’re a big biker yourself?
Jennifer Killough (03:59) No, I would have to get off and push.
Noah Laack-Veeder (04:03) Yeah, it doesn’t seem like a cat every time I’m like you really love biking there. So, yeah. So it’s a type of person for sure.
Brendan Cherry (04:12) Yeah.
Jennifer Killough (04:13) A lot of, you know, steep terrain here. And now, I don’t know if we are founding. One of our founding physicians is an avid bike rider and he travels, you know, the world essentially, you know, riding his bike, but he would leave me in the dust for.
Noah Laack-Veeder (04:38) Sure. That’s okay?
Brendan Cherry (04:40) I know, Noah would leave me in the dust too. I mean, he’s a solutions consultant. He’s an expert track coach. He’s got, you know, I.
Noah Laack-Veeder (04:49) wouldn’t say that.
Brendan Cherry (04:50) Miles per hour faster. I wouldn’t say that.
Noah Laack-Veeder (04:51) Yeah, I’m a new dad. So I’m constantly being like, I don’t know anything. So if you have any kid tips, let me know.
Brendan Cherry (04:59) I’m starting to notice you got the new coach mustache. Yeah, I like it.
Noah Laack-Veeder (05:03) Yeah. You know, got to really embrace the dad mode. Jennifer. Do you have any kids or?
Jennifer Killough (05:08) I do, I have two kids. So, my daughter just turned 21, she’s about to graduate college, and then my son is a junior in high school. So, you know, that it’s a, I can empathize it’s a tough time, you know, learning how to care for someone so small, but you learn quick, you learn quick. Yeah.
Noah Laack-Veeder (05:31) You’ll be fine. Yeah. I mean, I’m a different Guy. Now, I have a mustache that’s been my.
Brendan Cherry (05:36) My Guy just turned two years old… start with dogs before we go to humans.
Noah Laack-Veeder (05:42) Exactly.
Jennifer Killough (05:43) So, in mine, I have, I call them my work assistants. So mine are both right now. So I have two little miniature datsuns that keep me company when I’m home.
Noah Laack-Veeder (05:53) Your assistants are slacking right now, huh? Oh.
Jennifer Killough (05:56) Yeah. They’re living their best lives.
Noah Laack-Veeder (05:58) I’m over here. Maybe just start getting you some lemonade or something. I got my dog somewhere. I don’t know where she is, but she’s not helping me with anything… but, you know, it’s great to be here.
Jennifer Killough (06:08) That’s all.
Noah Laack-Veeder (06:09) Yep. Yeah, right.
Jennifer Killough (06:11) Now, where are you, Brendan? Where are you located?
Brendan Cherry (06:14) I’m actually, I’m based in Miami, Florida. Oh, okay. I’m originally from Massachusetts. So big switch. Okay. Yeah.
Jennifer Killough (06:21) That’s a huge switch. I lived in Massachusetts for a couple years when I was young and I remember thinking my assessment of that place was that it snowed over my head on a regular basis. It felt like so.
Brendan Cherry (06:36) That, I mean, when I was a kid, we used to get a lot more. I think we do. Now. I grew up in worcester. Is it, whereabouts were you when you were there?
Jennifer Killough (06:44) I was in Gardner, not terribly far from worcester. So, I remember, you know, we, gee, vegas.
Brendan Cherry (06:54) Yeah. I mean, I didn’t know your nickname gotcha.
Jennifer Killough (06:59) I just remember, I was young. I guess I was in, I don’t know sixth grade, fourth through sixth grade, something like that. So, okay.
Brendan Cherry (07:09) It’s.
Jennifer Killough (07:10) been a long time ago, but.
Brendan Cherry (07:11) Fourth through sixth. I was thinking when you were maybe out of college or something, but yeah, that’s I don’t know that’s very young for sure.
Jennifer Killough (07:18) But again, you know, it’s snowing over my head. It’s not my thing. So, I was glad to migrate south.
Noah Laack-Veeder (07:25) Yeah.
Brendan Cherry (07:25) Me too. I gave it up and I met my wife down here. So, you know, stuck in Miami, there’s certainly worse places, but yeah, I’ve been here for about five years and I really love it. So, this may be it for me.
Jennifer Killough (07:40) Yeah, yeah.
Brendan Cherry (07:42) Very nice. Okay.
Jennifer Killough (07:43) Well, tell me about you guys and, you know, why would it make sense for us to partner with you? Yeah.
Brendan Cherry (07:52) That’s a great question. So, you know, I was initially looking in allergy partners and from what I could tell from the outside looking in, it seems as though, you know, you guys are 200 providers. It looks like, you know, you and dr McCann recently took over new leadership roles. And from what I can see operating in 20 states and maybe hiring about 20 specialist aps a year. Is that more or less accurate?
Jennifer Killough (08:17) That’s pretty close. Yeah.
Brendan Cherry (08:20) Excellent. So, I guess maybe what would be helpful for this call is I could kind of get started and, you know, give you start to give you an overview as to, you know, who we are and what we do and the reasons why maybe from the outside looking in. It seemed like there was some potential for partnership here and if at any point, you know, something resonates or you have any questions, you want me to double click on any topic myself or Noah, we’re happy to do so, but, you know, maybe giving that context would be a helpful place to start. So yeah, I guess with that, I also don’t want to be too repetitive. Have, you know, seen or heard of us before? Do you have any kind of like initial familiarity as to what we do? Or should I consider this book a Genesis? I?
Jennifer Killough (09:05) Looked briefly at your website, but outside of that, not a lot of detail. So you go ahead. I’m sure you have a standard, you know, discussion powerpoint here, which I see on your screen now, so.
Brendan Cherry (09:22) Yeah, yes, new standards coming all the time in my short time here. So, all right, we’ll go through it. So, you know, broadly speaking, as I say, the reason we exist is to help provider operations specifically in terms of onboarding. And some of the things that we see around healthcare are sort of driving people to take a look at this as the rising labor costs, you know, healthcare staffing being sort of within crisis and just like an increased demand for scalable infrastructure that can sort of orchestrate everything you think about when it comes to provider onboarding, and specifically what that means for us is getting the provider’s data onboarded such that we can build out ncqa or tjc credentialing packets. We do the primary source verifications. And then once we have that data and, you know, we’re building out this and, you know, we have this information about the provider. We can leverage new technologies such as agentic AI, plus operational oversight to really drive efficiencies around state licensing, payer, enrollment, facility, credentialing, and licensing, and privileging. In some cases. So those are the sort of like aspects of provider onboarding that we touch. And for our customers. Typically what we’re seeing by doing this usually like the headline benefit is that we can reduce the amount of time required to get a provider enrolled with pay payers and ultimately getting them billable and with patients a lot sooner. The other thing we see typically with large or with, you know, growing healthcare organizations is they’ll… start to look instead of, you know, bringing on a lot more sort of like credentialing or enrollment. Headcount is leveraging the technology to make the current workforce they have, you know, scale out to, you know, kind of absorb that increased the… increased work associated with those enrollments and building credentialing, and so on. By leveraging technology to do this, we can report on all of these aspects and give, you know, visibility throughout the process. So the other big benefit for our customers is that reduces the risk of, you know, missing recredentialing periods or re enrollment periods. And then it’s kind of like a, you know, sort of nice to have benefit is the fact that we put a lot of effort into, you know, getting provider data from sources that exist like caqh and leveraging AI and OCR to get information from like their certifications or their resumes. Essentially, we can build out their data profile and get a lot of that information upfront and quickly and reduce the amount of back and forth they have in many cases, sending the same information over and over again to different entities and make their onboarding experience a lot nicer so that’s you know, sort of at high level what you can expect from medallion. And then, I guess, you know, I can stop there and just see if any of this sounds relevant to you so far. I know typically in finance and especially RCM. So the dual title the leaders we work with tend to look at like what the financial benefits are. So we can talk about that. But does this make sense what we’re saying so far or does this sound relevant to some of what you’re doing on the RCM side?
Jennifer Killough (12:41) Yeah, it makes sense. I guess my initial question would be… when you say you can generally reduce the timeline for enrollment, what’s your typical timeline? Sure.
Brendan Cherry (12:58) That’s a great question. So obviously, it’s very, the devil’s in the detail. There’s a lot of nuances. But across say, you know, 1,500 payers that we work with. Our average turnaround time from, you know, provider onboarded to enrolled is about 50 days. And there could be, you know, a lot of variation of course, depending on the specific payer and we have that data. So, part of how we like to work with our prospective customers is understanding like, you know, what their hiring looks like and what their payer mix is. And then we can get a lot more specific. There are a couple timelines that we discuss with our, you know, our prospective customers. One is how long it takes to get a provider onboarded, meaning get their data into our system. And typically, because of our integration with caqh, which is bi directional. That happens very quickly. The other timeline we talk about and we actually have slas for is how quickly we can build a credentialing, you know, an ncqa credentialing packet, let’s say, and our SLA is three days, our average is one.
Brendan Cherry (14:01) And then for payer enrollment, we SLA around, you know, start to submission, which is something we can control and that’s 10 days, but we’re averaging five. And then, you know, from when they start to when they’re fully enrolled. Again, that average is about 50 days. Noah, is there anything that you would add to that? Or is that a really good summary? Yeah.
Noah Laack-Veeder (14:21) No. And Jennifer kind of thinking about your operation today, like, you know, organizations across the board have different timelines like how does that kind of compare to what you’re experiencing today?
Jennifer Killough (14:32) I mean, we allow for, we expect about 90 days typically, however, I mean, I don’t know one thing that, you know, now we’re getting to the point where I think we have an opportunity to go to at least some of our payers across our markets and ask for delegated credentialing in order to, you know, streamline our own internal process where we can. And I think, you know, who knows whether we’ll be successful in that or not and whether that can speed our process. But otherwise, generally, you know, we’re assuming on average, it’s going to take us 90 days that’s usually what we work from. Sometimes we do a little better with some payers, sometimes we run into delays and it takes a little bit longer, but on average, we’re pretty close to that, yeah.
Brendan Cherry (15:38) And that’s and that makes sense that, you know, coming to coming up to like 200 providers, you’re kind of at a scale where you could have delegation probably with some payers, you know, and that’s definitely worth exploring. So, do you have out of curiosity with that being, you know, something you guys are looking into?
Brendan Cherry (15:56) Do you have an opportunity… to have you worked with ncqa to show like an audited credentialing process yet? Or is that something you’re just starting to explore?
Jennifer Killough (16:07) No, I think this is just something that is on my radar to start to reach out to payers in a few of our markets and put together a plan in order to, you know, propose to them that we make this change and see what happens?
Brendan Cherry (16:31) Excellent. So what, is there anything in, you know, specifically going on that’s driving your investigation into delegated credentialing? No?
Jennifer Killough (16:41) I think it’s just, you know, looking for ways to improve our process and speed the we’ve got, you know, a pipeline of physicians always looking to join… allergy partners. And so some of the feedback that we get is that they’re surprised that, you know, it’s going to, we expect it to take as long as it does to get them credentialed so they can begin seeing patients. And so just knowing that that’s a potential opportunity especially in markets where we have some density that, you know, it’s worth looking into at this point to see if we can get payers to agree to that, to be able to fast track that process of bringing new providers on board. But, you know, it’s just, it’s in its infancy stages right now. So we’ve not moved on anything just yet but something we’re exploring as an option which, you know, in addition to this as a potential option, yeah.
Brendan Cherry (17:50) That’s very helpful insight and, you know, it’s actually something we work with a lot of our customers on as we’re an ncqa certified cbo. So essentially, we can act as a sub delegate and give you the auditable credentialing infrastructure that’s required to get these delegated agreements. And that’s you know, certainly something that we can explore with you and understand a little bit more about what your process looks like today.
Jennifer Killough (18:16) You know, one.
Brendan Cherry (18:18) Thing I wanted to ask because I and Noah feel free to jump in if you have additional questions, you had mentioned, you know, something about markets where you have greater density in it. I was wondering if, you know, and I think I saw maybe not too long ago, you had acquired maybe another practice that and I didn’t know if, you know, in getting to, you know, roughly 200 providers today. If that’s come from a lot of historical M a or just sort of natural growth. And if M a, if there’s like a lot of separate maybe tins,, that, you know, comprise allergy partners today.
Jennifer Killough (18:54) I think we have on the practice companies, I think we have five tins… and most of them are under what we refer to as our main which is based in North Carolina. And then we have New Jersey, California, Colorado and Texas. We may have, I think that’s right? But anyway… primarily historically, I think it’s been a combination of just new providers joining or practice acquisitions historically is how we’ve generally grown over time. Okay? But I think, you know, we’re on the, our vision is to, you know, try to grow exponentially and again through both methods in addition to apps. So bringing in, we’re working on, a new model for compensation and, you know, training purposes, things like that to entice… the advanced practice providers to allergy partners in expectation that one, I mean, allergy, there’s not a whole lot of allergists out there. There’s. Not that many in the fellowship program that graduate every year. So… it can be difficult sometimes to serve all the needs of the patients. So recognizing that I think we want to capitalize on where we have opportunity to bring in those app providers to supplement the physicians, and especially in markets where it’s challenging to bring in a new provider because, you know, some markets, it feels like we just have tons of interest from physicians that, you know, maybe they have family in the area or it’s just a, an up and coming kind of market for the age of, you know, the allergist that’s coming out of fellowship that’s ideal to them. So, it feels like often we have specific markets that are kind of hot spots. And then some markets we really struggle to bring someone into. So those, we would for sure want to try to capitalize on those apps in order to, you know, provide care for our patient base there where we can. So those, you know, all those different lines of growth I think are part of our future vision. And I see, you know that that’s a little bit of a change from how we’ve operated historically from a growth perspective.
Brendan Cherry (21:54) Yeah, that’s a really helpful background. I mean, it’s like some of the things I’m hearing like these types of providers, it’s very competitive from a recruitment standpoint, especially in maybe some markets more so than others. But it sounds like, you know, not, you know, a sought after talent pool, let’s say, and, you know, kind of looking to get some of this explosive growth perhaps over the next year or two three. However… maybe some of the operations that have served well thus far would have to change to accommodate, you know, onboarding and recruiting all these different types of providers. Is that kind of like a, you know, a fair summary?
Jennifer Killough (22:32) Yeah. And I think, you know, considering, you know, the services that you guys provide, I mean, thinking through, you know, significant potential volume of bringing in new providers. I mean, how would you, I don’t know what your teams look like and your capabilities. So how, from a volume perspective, what would you say would be ideal… that you could support, and kind of move them through the process quickly? When, as we bring on providers potentially, you know, quickly.
Brendan Cherry (23:13) Sure. Yeah. That’s a great question. So I would say, you know, I would say a couple of things obviously if, you know, exploring delegate delegation, the way that we work as a certified, you know, cvo, we can do the roster generation. And essentially, that will help you get providers enrolled with payers in one day. And then for payers that don’t necessarily have, the delegation option, you know, the way that our technology works in conjunction with our operations is that, you know, we can support a high volume, Noah’s been here, you know, longer than I have. So Noah, maybe you could have some more insights and share like, you know, some of the volumes you’ve seen in your time here.
Noah Laack-Veeder (23:53) Yeah. I think the biggest scaling metric Jennifer is organizations that we typically work with. When they think of credentialing, it’s either like someone’s like side of the desk activity or it’s like a full time employee managing it. And the kind of the ratios like 50 providers to one typically with medallion kind of what that looks like is the scale’s more or less infinite, right? We’ve got resources and technology. Now, obviously, there’s like limits to that like, but what we typically see is organizations that partner with medallion.
Noah Laack-Veeder (24:24) The ratio now becomes 500 to a 1,000 providers managed by a single fte. So what in kind of your lens if you’re trying to scale your organization, there’s kind of two avenues that folks think of one. Do I just hire more people to manage this? But then you’re kind of thinking about adding a resource every 50 providers or so, or is it I want to partner with a medallion where I’m going to be able to scale my resource more or less indefinitely, especially if you’re kind of going from like let’s say 200 to a 1,000. You have a lot of wiggle room to scale without adding additional headcount. So from our scale, we last year did about 200,000 payer enrollment applications we’ve performed, I think it’s 23 or 23,000,000 primary source verifications when it comes to credentialing. So it’s really all we do. So typically, we’re partnering with organizations that are like, hey, we’re scaling. We’re used to doing this kind of more at a smaller scale. What does it look like when I want to expand? Let’s say in a double digit growth that’s where medallion comes in and just overlays a technology infrastructure along with medallion specialists to work alongside your team. So a longer winded answer. I mean, obviously, if that’s compelling to you, a good next step is just seeing what the technology does and a little bit more overview into what medallion does. But ultimately, I think where we think we can help is if you’re at a fork in the road where you want to add more providers and pursue delegated agreements. It’s a great time to start evaluating softwares or organizations that do that. And that’s really where medallion sits.
Jennifer Killough (26:06) Okay. So if we were to work with the payers to get approved for delegated credentialing, if I understood you correctly… we could still use medallion, and that would speed the process to a one day enrollment for those payers, where we have that delegation. And then otherwise we’re looking at around 50 days, yeah.
Noah Laack-Veeder (26:34) And the one thing I’ll say too, I’m not sure how much research you’ve done in a delegation yet, like it’s new for a lot of organizations. Most payers do require that you have evidence of an ncqa credentialing process for about a year. Yeah, some are a little bit better than others there, but we can send a case study over where we helped an organization get 10 agreements in a year. So it’s like, yeah, there’s going to be some organizations that don’t want to get you a delegation agreement, but those that you have, it is one day. But then if you’re thinking about the overall organization, if we’re looking at 90 days, generally, 50 days can be pretty meaningful from a provider access perspective, that means we’re getting providers to see patients 40 days faster. Yeah. So.
Jennifer Killough (27:17) If we go down that road and we want to try to get delegated credentialing status with some of our payers, that’s something, we could partner with you in advance. So you can help us with that process to hopefully achieve that at the end of the day. And then ideally, if we get it, we could reduce our time then from that 50 day average down to one for those payers. When we get, when we’re able to get approved, yeah.
Noah Laack-Veeder (27:46) We, I mean, there’s a case center, a site we can share, but that’s a very normal use case that we take on as organizations that are debating whether or not to get delegated, they’ll partner with medallion. And then we set up the ncqa infrastructure and we have the policies procedures and the consulting to kind of get you started. So that’s definitely an area that we can help if that’s an interest. I think that’s it’s a longer conversation. I can kind of walk you through what that path looks like. Yeah. But that’s definitely an area where we’ve helped several organizations. I.
Jennifer Killough (28:19) Think what I would be interested in is like next steps is if we, one, if we do this, of course, what’s the cost, right? And then two, what does that look like from a team perspective for like what resources do we need on our end to be able to manage whatever processes that we need to handle internally versus what you guys are going to take over effectively? Because we would want to, you know, obviously, we’re going to want to compare in order to.
Noah Laack-Veeder (28:54) You know, be.
Jennifer Killough (28:54) Able to sell the product to the board. We’re going to have to, you know, come up with an Roi and, you know, things like that. So we need to take all those things into consideration to come up with a plan… you know, ideally, I think if we could maybe schedule some more time to walk through, what does it look like? You know, we turn this on, you know, what happens on your end versus what happens on the details on what happens on ours. And, you know, what resources do we need to maintain to support that going forward? If that makes sense? Yeah.
Noah Laack-Veeder (29:30) Yeah. And Jennifer that maybe if we just want to schedule something now… yeah.
Brendan Cherry (29:36) That makes sense. No, I know we’re up on coming up on time, but yeah, I think just to kind of give, you know, maybe a little bit of a look ahead like typically how we work with customers is go a little bit deeper into, you know, current processes. We can show a demonstration to get a sense what the service looks like. And, you know, following that, we can get a little bit more detailed in understanding like what the scope looks like in terms of, you know, getting you a better understanding of how things work. We can do, customer references, find someone that’s similar. And, you know, we always like to work with our customers to understand what like the financial impact would be through, you know, comparing opex and opex expenses, as well as seeing what kind of revenue you can accelerate through automating these processes and getting enrolled quicker so we.
Jennifer Killough (30:18) can share.
Brendan Cherry (30:19) All that with you in terms of, so you get a sense of those things as a follow up. But yeah, in terms of kind of like scheduling next steps, maybe to go a little bit deeper into all this, what works for you? Do you have any, you know, time next week or the week after? Or what kind of timeline were you thinking is sensible?
Jennifer Killough (30:39) Let’s see next week? I don’t know if let’s see. I don’t know if Thursday is a good day for you guys, but I’ve got a block of time in the middle of the day, 10 30 to… about one or two somewhere in that window.
Noah Laack-Veeder (31:02) Yep. Yeah. I’m good anytime. Yeah… it looks like 11 to 11 to two. Yeah.
Brendan Cherry (31:17) I saw that. That looks open for us. So, Jennifer, I can send you an invite, for, you know, like 11 to 12 if, that sounds good. That’ll work. Yeah. And then, is there, you know, anyone else on your team or that reports to you that you think would be helpful to have joined this as well? Or would you prefer to keep it, with just yourself at the moment? Yeah.
Jennifer Killough (31:39) Let’s let’s have just me at the moment. I don’t want to cause mass panic,
Brendan Cherry (31:43) Okay. I don’t want to cause mass panic either. So, we’re on the same page there. Did you have?
Noah Laack-Veeder (31:50) Any, did you have any mass panic when you, when your child just turned 21? Was that like a, yeah.
Brendan Cherry (31:55) That’s a good point?
Jennifer Killough (31:57) No, not, no. She’s she’s a good girl. So good. I think, you know, I just, it was harder for me leaving her at college, I think, than anything. And then, you know, over time, you get used to them being away and it becomes okay. And,
Brendan Cherry (32:19) you.
Noah Laack-Veeder (32:20) know, I’m already getting sad thinking about it. I was like, I know like in it, she’s gonna leave home. I’m like, I don’t want her to and it.
Brendan Cherry (32:27) Comes.
Jennifer Killough (32:27) Incredibly fast.
Noah Laack-Veeder (32:29) Too. I know she’s like sitting up now. I’m like when did you start doing that? You know, it’s just, it’s crazy so fast.
Brendan Cherry (32:37) We’re getting Stanley ready for his first doggy daycare. So I get it.
Noah Laack-Veeder (32:41) Yeah. What?
Brendan Cherry (32:45) College, does your daughter go to? She?
Jennifer Killough (32:48) Is at university of North Carolina, chapel hill?
Brendan Cherry (32:52) Oh, excellent. Great. Proud home of Michael Jordan. Oh,
Jennifer Killough (32:55) yeah. Yeah. So, she’s she ultimately wants to go to medical school.
Jennifer Killough (33:00) So she’s gonna, she’ll come home and, you know, work on some things to get on her resume to try to get accepted to school ultimately. So, she may be a longtime student, but it may take her some time to.
Brendan Cherry (33:15) Get in and,
Noah Laack-Veeder (33:16) all that she must be really proud that’s really cool.
Jennifer Killough (33:20) Yeah. So she’s excited to, I think, you know, for this chapter to close and move on to the next. So.
Brendan Cherry (33:28) That’s awesome. Yeah, all.
Jennifer Killough (33:31) Right. Well, listen, I appreciate you guys taking the time. I mean, it sounds like something definitely is, you know, again, as we look to kind of exponentially grow, it makes sense that, you know, we’ve got to find ways to fast track this process, you know, whether we think we can do that internally or whether it makes the most sense, you know, to partner with, you know, the product that you guys offer. So I’m looking forward to, you know, understanding more about it and, you know, we’ll come up with our plan from there. So I’ll look, I’ll block off my schedule. I’ll look for an invite, and I’ll let dr McCann know he may have some interest in sitting in, I don’t know, but otherwise, again, we’ll just keep it otherwise, just me for now and once we have our plan, we can expand, yeah.
Brendan Cherry (34:25) No, that’s that sounds great. We appreciate the opportunity to work with you. So, thanks, Jennifer, and hope you have a wonderful afternoon and a great weekend ahead.
Jennifer Killough (34:33) All right, you do the same. Thank you.
Brendan Cherry (34:35) Bye now. All right. Take care now.