Transcript
Bradley Eral (00:00) yo,
Joshua Levitan (00:01) what’s up? What’s up?
Bradley Eral (00:02) How we doing, man?
Joshua Levitan (00:04) Good. You got an astronaut?
Bradley Eral (00:06) Yeah, exactly. Good to get out. Sure, obviously fun getting everyone together, but things are always a drag. But, hey, so for this call, do we want to share any slides? And I know like this is all kind of last minute. So that’s on me. It is a 50 K app. So that’s okay. But do we need to show anything for this call? Do you think we just walk through the excel… doc? Like, what are you thinking?
Joshua Levitan (00:40) I don’t think we need to. I mean, the point is like, hey, here’s, the data template you need to own this?
Bradley Eral (00:44) Yeah, exactly. How.
Joshua Levitan (00:46) close are we to signature?
Bradley Eral (00:48) We got to flush that out. We’re getting fairly close like I bet this April to may deal and then, you know what? I’m going to walk through a few slides just because their CFO is going to be on delegation is going to be important. So, I’ll just tee it up like, hey, before we jump in like sent these added them to our last deck. I’ll walk through this here’s. The team that you’ll have, and then we’ll go to the, then I’ll pass it to you and we can walk through this.
Joshua Levitan (01:17) Okay. All right. I think that makes sense. But yeah, I mean, if we’re like right around the corner, there’s I’d try and make sure I had all the Salesforce questions answered too. But if this is.
Bradley Eral (01:27) Yeah, we haven’t even gotten to yes yet. They’re like, yeah, looking at three, narrowing it down to two, taking those two to leadership and.
Joshua Levitan (01:36) Did they ask to cover this template stuff?
Bradley Eral (01:40) I did, okay… reason being we just didn’t have like we’ve spoken to these twice, we just didn’t have a clear next step with them and wanted to at least get a touch point to… I don’t know, try to build some trust. Okay, dang, wyant’s, cursor announcement is I saw that official?
Joshua Levitan (02:13) Did you know about that at the time?
Bradley Eral (02:15) Yeah.
Joshua Levitan (02:16) Was hive just a fucking mess or did he just think it was an amazing opportunity a little bit of both?
Bradley Eral (02:23) Yeah, he’s definitely like running towards something but made it easier hive the CEO that hired him stepped down like it was like the founding CEO, and then the Guy that replaced him, I guess is a psychopath. So it’s kind of the perfect storm of, yeah.
Joshua Levitan (02:45) Wait, real quick. Remind me. So it’s provider group enrollment, caqh management, licensing. Anything… else for this template? Is.
Bradley Eral (02:56) licensing in there? Oh, yeah. Okay. Yeah, there is licensing.
Joshua Levitan (02:59) No cred, no facility enrollment, no delegated rosters, no power analysis, no appointments.
Bradley Eral (03:06) Exactly. Okay.
Joshua Levitan (03:15) Yeah. I mean, cursor is a fucking great place to be at. I’m curious though. I heard they’re hiring like hundreds and hundreds of new reps all at once. Yeah, dude, I’m curious like how that actually plays out. I mean, they’re completing with clogged code, not someone I want to be competing with. But then again, like in terms of SaaS companies that could still be here or 20 years from now, they’re at the top of that list right behind the labs.
Bradley Eral (03:40) It’s going to be interesting. All right here’s. Pauline.
Bradley Eral (03:50) Good morning Pauline.
Bradley Eral (03:56) How are you doing today?
L. Pauline Sabitsch (04:00) Hello? Hey. Oh, okay. At least I got the microphone, still, no camera, but at least we got the microphone, no worries.
Bradley Eral (04:07) How are you doing this morning?
L. Pauline Sabitsch (04:09) Doing? All right. Thank you. How are?
Bradley Eral (04:11) You? Great. Yeah. Can’t complain? It is beautiful in Minnesota. Spring has sprung. We got Friday tomorrow. So, yeah, life’s good.
L. Pauline Sabitsch (04:22) Okay. So, spring in Minnesota. Does that mean it’s a whopping 50 degrees.
Bradley Eral (04:27) Basically.
L. Pauline Sabitsch (04:29) But 50.
Joshua Levitan (04:30) Degrees warmer than it was a month ago.
L. Pauline Sabitsch (04:34) That’s a plus. Right? Yeah.
Bradley Eral (04:35) Exactly. I’m excited the kids have been, we have a two year old and a one year old and they’ve especially the two year old has been cooped up all winter, so excited to be able to get her outside more often.
L. Pauline Sabitsch (04:50) That’s good. And still, so, do you guys bundle up in 50 degrees or is that like nice and springy for you?
Bradley Eral (04:56) It’s funny. So, in the spring when 50 hits, people are wearing shorts in the fall, when 50 degrees hits, people are bundled up as if they’re going to the antarctic. So, right now we’re in shorts.
L. Pauline Sabitsch (05:10) It’s just a mental difference. Yeah. And Florida, it gets below 60 and, you know, we all think winter is coming. So, yeah. So it’s a different circumstance, but we can make it through a hurricane, like nobody’s business.
Bradley Eral (05:22) So, yeah, ain’t that the truth?
L. Pauline Sabitsch (05:24) Yeah. So I don’t think Rachel is coming. She’s having some issues today that are preventing her attendance, but I do believe that Ken is coming. Yeah. Let me send him, so.
Bradley Eral (05:38) Pauline, he actually just popped up in the waiting room. Oh, okay, great. I’ll let him in and then, hey, quick question, want to make sure that we make the most of your time like represent you well with Kenon. Is there anything in particular that’d be helpful to review with Kenon before I let him in?
L. Pauline Sabitsch (05:52) So, I think he’s just a really he’s pretty familiar with medallion. He’s worked for it or worked with it before on another platform. Amazing. So I think mostly he’s just kind of going to be interested in seeing how the pricing works and concerned about how long the onboarding process would take. And we have previously had a discussion about you had given us like that six to eight general guideline for the onboarding, but Rachel has done such a good job with her preparation and her spreadsheets. We’re thinking that it may not take that long, but we just kind of wanted to get a little input from you about that perfect.
Bradley Eral (06:27) And then I’m letting in Ken now… but no, I appreciate the coaching there. And yeah, to your point, like with all the prep that Rachel’s been doing, I think we can certainly accelerate that. Good morning, Ken.
Ken Walsh (06:41) Hey, good morning, you.
Bradley Eral (06:43) Got Brent and josh here with medallion. How are you doing today? Doing good. Awesome. I appreciate you jumping on and.
L. Pauline Sabitsch (06:52) Ken, I’ll apologize. I’m again having my continual camera issues, so.
Bradley Eral (06:59) No worries. So yeah, what we’ll do, Ken, we’ll get to some introductions here shortly. But really the goal of today is twofold want to walk through kind of the implementation process, give your team an understanding of what’s the work going to be required from us from your side, and then come away from this with a clear idea of timing, right?
Bradley Eral (07:18) Pauline, as we’ve discussed six to eight weeks is typical, but I think your team is in a really good spot so we can really narrow the focus of what to expect from a timeline perspective. But Ken, does that sound? And Pauline, does that sound like a good use of everyone’s time today? Yeah?
Ken Walsh (07:33) I would say a couple things. One is, yes, implementation with a timeline not to get in the weeds but more so just so Pauline and I have an idea of kind of the duration maybe with high level milestones just so we know internally what resources you know, we need to keep on or utilize during that time for sure. You know, that would be good. And then, you know, I actually viewed a demo last year, you know, really like the product. I think it’ll give us what we need. I think it’s more so and I don’t know if we have it planned on this call or we have a separate call but really just getting to what the economics look like.
Bradley Eral (08:16) Yeah.
Ken Walsh (08:17) You know, implementation costs, annual costs. You know, we’re at a point where we’re going to be doubling, tripling the size of the company very soon. We just opened three offices. We have a ton of providers coming in. We have another office that’s open and with another one shortly thereafter. So, you know, just so I can get a feel to marry up like, yeah, long term, this is probably ideal for us. But what does it look like today? And how to, you know, from my standpoint with cost and budget bridge it from here to, you know, future state?
Bradley Eral (08:54) Of course, no, that’s helpful. I appreciate the coaching, Ken. And with that said we’ll start kind of we’ll go inverse. I can start with the economics and then we can round out with discussing implementation and timelines. So, can you see one screen? All right. Yep. Awesome. So kudos to Paul and Rachel, we’re in a really good spot as far as like scoping out what to expect from a volume perspective, year over year, Ken, to your point, a lot of growth and we’ve forecasted a good chunk of that growth within the platform. I won’t go through every individual line item here. But what you’ll see is we’re forecasting 31 providers, year one, up to 55, year two and 75 year three. These are always open for feedback. But what we want to do is based on what we’re hearing from growth. Let’s bake that in to give you a more predictable model from an investment standpoint. So here’s what this comes out to look like in year one around 60,000 dollars. This does include implementation for year one. Now, the question being for year two and three, what does this look like? And the nice news is from a budgeting perspective, it actually decreases an investment amount for the out years. Reason being the implementation isn’t part of years two and three… got it.
Ken Walsh (10:07) Any question with the size assumptions that you’re using, which I agree with as best as possible in our crystal ball here, what would you say is the client time necessary? You know, just so it with your product which is amazing and integrates a lot and automates quite a bit, you know, and reaches out to the third parties. So it minimizes time on our end. But we know we’ll have to use some time. What would you estimate that to be? Is it a half an fte, a full fte, a quarter of an fte? Yeah.
Bradley Eral (10:47) No, that’s a great question. I’d say a half to a full fte at the most, right? And then the nice thing is like as we look at the scalability side of this, no, it’s gonna put you in a spot where you can scale technology. And as Pauline and I have discussed, obviously, you know, small team in place today. Ultimate goal is like let’s free up their capacity, deploy them for more meaningful work. But based on your volume, I think one fte will be plenty to answer your question in short.
Ken Walsh (11:11) Okay, perfect. Now, that helps out. And then another question. Hold on. My dog is up and down. So, no, no.
Bradley Eral (11:18) Worries, josh has a puppy himself. So my.
Joshua Levitan (11:22) Guy is sleeping right now because we just played fetch for 45 minutes before the call, but he’s going to wake up at any point and realize he hasn’t had breakfast yet.
Ken Walsh (11:30) Yeah, I’ll give you guys a quick view of little Betty here. She’s 15 and a half. Oh, wow. In my office here. I have a little, she has a pillow and she’ll just sleep during the day but she has a couple times when she wants her treats or needs to go out. So, yeah, this is one of them, the question getting back on year one because that includes implementation. Yep. Are we able to, and it is just more from our standpoint, the total for you is the total for, you know, the 60,000, but what’s more favorable for us is if we’re able to, at least in an invoice, wait more towards implementation because from my standpoint that’s what we would be a one time cost and even an add back item.
Bradley Eral (12:24) Yeah, you.
Ken Walsh (12:25) Know. So if we’re able to kind of come to some agreement on that, I think that helps quite a bit.
Bradley Eral (12:31) Interesting. I hear where you’re coming from 100 percent from the financial standpoint, like moving things from opex to capex, The challenge being there Ken just in the full spirit of transparency. So as we look at kind of, I don’t the answer’s likely no for year one. The reason being… let me think, let me take that back. There’s a few ideas I have, but I’ll tell you kind of what I’m battling internally or in my head right now, we have a minimum investment of 50,000 dollars that does not include implementation. So like as I look at if we were to shift money funds from implementation to or from the ARR standpoint, a recurring expense to implementation, it would take us below that threshold. So that’s the friction I expect internally. And that’s a pretty hard line from a minimum investment standpoint that said, let me see if there’s anything we can do to get creative as far as potentially moving volume from the out year to year one. So let me take that as an action item. But my gut tells me likely, no.
Ken Walsh (13:38) Okay. Yeah. Anything especially year one that you guys can do, you know, obviously we’re our budget’s already set. You know, we’re in April. So anything we implement is going to be a net hit… you know? So yeah, I would say anything from just a operating expense standpoint, whether we can reduce that, yep, and, you know, and, or couple that with, you know, kind of a shift to implementation. So yeah, if you could just let me know, that would be helpful.
Bradley Eral (14:11) Yeah, of course. So the ultimate goal just so we’re on the same page, I’m going to take this back. The ultimate goal is year one reduce opex from… an investment standpoint. Okay, perfect. And then as you look at years two and three, are those a focal point as well? Like I guess, does it benefit you to reduce the out years as well from an opex perspective or the focal points really? Year one?
Ken Walsh (14:33) Anything, any opex is always a plus. It’s less under the microscope. Yep, from a trivet standpoint. Yeah, you know, just so it’ll be an easier sell both today. And then, you know, every year is a new year and, you know, is going to be viewed. So, you know, then it just will fly a little more under the radar. So I’d rather, hey, we go with this, you know, it’s an easy pass and it’s less friction in the future as well.
Bradley Eral (15:09) Of course. Now, let me take this back to the team and see what we can do there. Any other questions on the investment amount here?
Ken Walsh (15:20) No, I think it’s really just going to be the, you know, we talked the ongoing cost through the product and then the staffing requirements. Pauline. Any questions you have just on the staffing piece?
L. Pauline Sabitsch (15:35) No, I think we’ve covered everything pretty well in previous meetings with that. So, I think at this point, I’m pretty good.
Bradley Eral (15:42) With that. Okay, all.
Ken Walsh (15:44) Right. Cool. Well, yeah, if we can just touch base on just implementation and, you know, milestones and timing that’d be really helpful. Yeah.
Bradley Eral (15:52) Absolutely. So with that said, josh, I’ll pass it to you, we can talk about implementation milestones, timing, resourcing, and, you know, come away from today, clarity on what’s going to be part of this so.
Joshua Levitan (16:04) I’ll baseline and then I’ll give the reality quite frankly, we have to baseline internally.
Joshua Levitan (16:10) Otherwise we get our wrists slapped. We’re supposed to say 12 to 16 weeks. The reality is that’s the timeline for organizations with thousands of providers. You guys don’t have thousands of providers and your data is incredibly clear and you’ve already gone through that. A lot. The largest part of the implementation timeline is data cleaning and data migration. I shouldn’t say migration is very easy. We take the data. We put it in the server, it all uploads. The largest part of the timeline is cleaning making sure that the data is accurate so that we have good data in, we can trust this in the rest of the way that’s the work your team has already been doing. And that can account for an eight week reduction in timeline with your size of providers and the efforts that you’ve already put in what we’re realistically talking about during implementation is like turning the platform on with some basic configuration which is something our team does in a week training your team, which can happen incredibly quickly.
Joshua Levitan (17:09) And then right at that point, so let’s say two weeks in any new provider that you hire is going to start to get value from medallion, right? Because the platform’s turned on so you can start to run a new provider through medallion, you can do that concurrently with uploading the data for your existing providers. Now, obviously, that existing data has to be in the system before we could do like a revalidation, and before we have monitoring set up, right? I think you’ll probably have most of that wrapped up between weeks six and eight, and that accounts generously for some time with some back and forth on the data. I’m going to show in a second, the template like the data schema that we need the information in to upload into medallion, it’s an excel file. It’s not anything crazy. And based on the work your team has already done, my assumption is that it’s going to be very easy for your team to just go from one excel spreadsheet to the other and make sure it’s in the right schema. And that’s also something you can start doing. Now, our most successful customers start doing that before signature. So that when we’re ready to go, right, we really condense those timelines. And then once you have it in this format, we actually just released the new internal tool where it’ll be in Google docs, not in excel, but where as you’re putting in the data, our tool is going to validate. The structure and the content of that data live. So we avoid a back and forth where we have to hop on with your team and then say, okay, like there’s an error in this line, right? There’s, sort of like inline feedback on that. Like this location doesn’t match, let’s highlight this line red. And so we can work through that cleaning process asynchronously. And we found that is also dramatically reducing these timelines a little bit so that’s sort of the lay of the land and the baseline, but where I think we are in reality before I show the data schema, any questions about that?
Ken Walsh (19:08) No, no, that’s helpful.
Joshua Levitan (19:10) Okay. So I’ll share my screen briefly. We can also like I said, we can send this over right now so you can start working on it… but let’s take a look. So this looks a lot more confusing than it is. We have a lot of different tabs but I think you’re gonna end up flying through these first page. We have sort of like some guidelines and sort of helpful information. And then we get into the actual data tabs. We’re making the assumption that all of your current providers have caqh that’s in relatively good shape. And so a lot of detail is just gonna be pulled directly from caqh. That means is for example, if we’re talking about like our providers here, like we don’t need a ton of information, we just need enough to establish our link with caqh and then pull the rest in. But we’re gonna need again this basic data on providers. We’re gonna need data on your tins. If you’re managing multiple or your single tin, we’re gonna need basic data on the physical locations that you have. And then perhaps one of the more important parts of this to really focus on is the relationship specifically as the name suggests between a provider, a practice location that they’re enrolled at and the groups that they are enrolled under. Sometimes for some of our customers. What becomes hard here is the practice location part of that. But we want to know with clarity the existing enrollments, like specifically what practice locations are they at? Considering you’re expanding practices recently or like right now, my guess is that your data might be pretty clean here. And what we might actually be talking about is like demographic updates down the road to add new practices to a provider who already works for you. And I think that will make this a little bit easier to go through. But this is a really important piece. I’m going to pause there, let’s have a conversation about that. And then I’ll keep on moving. Yeah.
Ken Walsh (21:04) I think we can definitely accelerate the timing with this. I mean, one thing to your point, we’re smaller one tax id, six locations we’ve converted, you know, obviously all of our contracts to one tin and credentialed everyone, you know, all locations. So, and then we’ve also have cleaned up a lot. So, you know, just the data quality and integrity is pretty solid there. So yeah, I think this is going to be a lot Symplr than, you know, what you guys, your typical clients. So we could be able to churn through this pretty quickly.
Joshua Levitan (21:41) Yep. Awesome. There’s a couple other things in here just to know, right? We need all the existing enrollments for the provider level. This is a little bit more of a lengthy one, but I think similar to the last point, right? We need to know the practice location and the group information for each enrollment. But that should be pretty straightforward. There are a couple tabs in here that are request tabs. This is if you know that you need enrollments once you start with us, that you have not started yet. Now, you could put these in into medallion. Probably in the way that we saw in the demo, right? Hit new request and just do that in medallion takes like five seconds. But if you’re in a situation where, you know, that you have like 20 or 30 requests coming up and it’s easier for you to just put it in this format. Great. Go ahead and do that. If you don’t know where they’re going to land yet, or you prefer just to put them directly into medallion like using the user interface instead of a spreadsheet, then just leave anything that says requests, any of these tabs blank?
Joshua Levitan (22:48) Last tab here is really just more information on like what is allowable like allowable fields, right? So we just want to make sure we’re you know, and again, this is where the data validation tool that we have that will run on this once you fill it out, will help. But like we want to make sure we’re capitalizing, you know, license names and stuff like that for clarity, but we have a system in place to help make sure all those little details get worked out.
Bradley Eral (23:12) Yeah. So, and then from a resourcing perspective, really the two resources required someone who can help collect this data, right?
Bradley Eral (23:20) Which sounds like it’ll be quite easy and you guys have done before, and then really from an ongoing perspective throughout that implementation, Pauline, it’ll be our team, your team meeting once weekly, a 30 minute meeting on a weekly basis. Makes sense. Yeah, probably the four to eight week window that we’d expect.
L. Pauline Sabitsch (23:39) Okay. So.
Bradley Eral (23:41) Let’s pause here. What questions does the team have around implementation?
Ken Walsh (23:47) Pauline, I’ll defer to you but I know you’ve had a few meetings already so.
L. Pauline Sabitsch (23:52) You might have one now. Yeah, no, I feel pretty good about implementation. I think that we have all our data in a row pretty easily. I think it’ll be a very easy process. So right now, I don’t have any additional questions. We’ve gone through it pretty well in previous meetings?
Bradley Eral (24:06) Perfect. Yeah.
Ken Walsh (24:07) I would say one from my end. Yeah, we are having adding a number of providers really starting this month, which will continue throughout the year.
Ken Walsh (24:21) So, you know, maybe just making sure that we’re kind of in agreement on what the best approach is, you know, just so we don’t have those fall through, we don’t duplicate efforts, yeah.
Joshua Levitan (24:34) In terms of uploading those new providers into the system?
Ken Walsh (24:37) Yeah.
Joshua Levitan (24:39) That’s all going to, we should think about what we just showed as all of your existing providers like from the moment that like I think like let’s call it five days after you sign and meet with us for the first time. Anyone hired after that point should be just entered directly into medallion. Just to keep that clean. You always can do a bulk update in medallion. So if you hired 20 providers at once and you don’t want to like invite them in the tool, you could send us a spreadsheet that looks very similar to that. But unless you have like a ton of volume hitting at once, I would just think about like basically the day you sign or maybe a week after you sign any provider, from that point forward, you’re just going to handle directly in the tool. It looks nicer. It’s easier to use. We don’t have to mess around with these spreadsheets and it works the exact same way once they get added.
Ken Walsh (25:23) Okay. So, like if we have a provider that starts, but let’s… say they are going to start right before we go live, we would want to load them up. And then if they aren’t credentialed on a couple plans, then those would just be open items that we would use the software then to work that through. Yeah.
Joshua Levitan (25:44) Yeah. Okay. And this is a, I want to make sure we have plenty of time here to discuss next steps. But I think that one interesting note here, if you have enrollments that are in process as well, you could choose to work those out on your own using your existing process or we can take those over for you. You have that option. If we take them over for you. In some instances, we will continue like the process. Like we will just manage the follow up if it’s really early in the lifecycle, like if you submitted a week or two ago, we might just resubmit it entirely in either situation just to be clear that does count as consumption even if we’re taking it over halfway through. So kind of a judgment call on your side, right? But if someone’s like right at the home stretch, like just continue to work that through and then we’ll add in the data. But if you just start, if you hire a provider three weeks before you go with medallion and two weeks before you go with medallion, you submitted the application to whatever payor like, it might make sense for us just to take that over for you.
Ken Walsh (26:42) Okay. I don’t know if that makes sense. Okay? We’ll just make internally, we’ll get our game plan and if anything more exception basis let you know who pulls out when?
L. Pauline Sabitsch (26:54) You have someone do that? Have you had any issues with the process taking longer? With there being perhaps two applications out at once, we.
Joshua Levitan (27:02) would coordinate it. So the payor basically knows that we’re like squashing the first application?
L. Pauline Sabitsch (27:09) To refer to the tech understood where?
Joshua Levitan (27:11) We have sometimes had issues is when we try and take something over halfway in the process or early in the process. And there are certain payors where we’ve just come to the determination. It makes more sense just to submit it. Net new, especially if there hasn’t been a lot of time that’s.
L. Pauline Sabitsch (27:25) gone by since it was submitted. Yeah, gotcha. Thank you. All right. Well.
Ken Walsh (27:30) No, that’s all the questions I have. This is really helpful. I guess maybe, you know, talking about next steps and process and timing. Yeah.
Bradley Eral (27:39) Exactly. So I guess I’ll pass it back to you guys as far as like next steps in your evaluation process, where do we go from here? Would be the question?
Ken Walsh (27:49) Yeah. Well, maybe get us a draft agreement. Yeah, you know, once you’re able to kind of fine tune on your end, the timing and, you know, I mean the cost and, you know, layout how that looks, you know, if those two are married up, then great, then that’ll allow us to kind of, you know, go through the agreement, see if there’s anything material, you know, that would, we would need to circle back and talk about or if we just start that process of, yeah, hey, we are good to go. Let’s just work through any redlining to get to the finish line.
Bradley Eral (28:26) Perfect. No, that sounds good. And then I guess in parallel, is there anything else kind of from a blocking and tackling perspective and from a procurement perspective that you guys need from our side?
Ken Walsh (28:38) Since I don’t do any of the work based on Pauline and Rachel, I’m going to defer to Pauline. Hey, I’m just in the stands cheering. I like that.
L. Pauline Sabitsch (28:52) No. Rachel and I have had some separate discussions about this as well. And we both think that we’re fairly well prepared for any onboarding process. So any questions that come up will probably come up after the fact, okay?
Bradley Eral (29:06) Perfect. And then the only other question from my side, obviously, you know, we have a good idea of what time it would look like for the implementation, but are there any dates that we need to be mindful of? Of? Look? We need to have something live delivering value that we can onboard new providers on by like xyz date. For example, I just want to make sure now that we kind of shift to a project management mindset. We’re being mindful of all dates, no.
Ken Walsh (29:29) Nothing driven by providers. I mean, we, you know, we have starting at the end of the month, another one’s going to start in may. We have four therapists that I think we just got a date of early may on and we have a bunch of folks in the pipeline. So, I mean that’s just going to be a constant moving fluid situation. So I don’t think it’s any bolus there that would dictate you know, pushing out or trying to accelerate, you know, obviously. Okay, you know, just for functionality purposes, the sooner that reasonably that we’re able to get this, of course, you know, that’s always a plus.
Bradley Eral (30:03) Awesome. No, that’s good. And obviously we’ll move as fast as possible here. So, what I’ll do, I’m going to take this back to the team, Ken, hopefully some, I’ll see what we can do on the opex capex scenario and updates to come on that front. And besides that, if any other questions come up, just let us know, okay?
Joshua Levitan (30:19) I just popped over that template via email as we were talking here in the last 30 seconds for you guys to review and start filling out.
Ken Walsh (30:26) Okay, cool. Appreciate it, josh. Awesome.
Bradley Eral (30:28) Thanks, guys. Have a great rest of your day, you too.
L. Pauline Sabitsch (30:31) Thanks bye.