Transcript
Jeremy Walker (00:00) what’s up, Derek?
Derek Kamajian (00:04) Hey, Jeremy. How are you?
Jeremy Walker (00:07) I’m doing good, man. How are you doing?
Derek Kamajian (00:09) Cheers. It’s Friday.
Jeremy Walker (00:11) Cheers. I got my best I can do is a seltzer water. How about that from food? Lion? What are we sipping on coffee or something a little stronger?
Derek Kamajian (00:21) It’s coffee that’s probably 200 milligrams of caffeine and three ounces. So do.
Jeremy Walker (00:28) you have an espresso machine, I take it?
Derek Kamajian (00:31) Yes, yes, yes.
Jeremy Walker (00:32) And you just like to just straight shoot it?
Derek Kamajian (00:34) Huh, we’re just, well, we got, I went from 220 pounds three months ago. Now I’m 193.
Jeremy Walker (00:42) Dang. The.
Derek Kamajian (00:43) Boys at jiu jitsu want me down to 168. So we’re gonna see how big my head can get with how small and crippled my body can be. So, from.
Jeremy Walker (00:53) 225 to 168 that’s no joke. Like what’s the, is it like diet? Is it just, I know jiu jitsu is one of the best forms of cardio ever. But is that, what is that? What’s working? Or what?
Derek Kamajian (01:05) I’ve been slowing down the jiu jitsu? And then I switched from pasta to rice. So that was basically like 15 pounds right there because I love pasta so much but apparently some people just can’t digest it appropriately. Even I was getting like good pasta from Italy. I was ordering it on Amazon. It was fucking 20 dollars for a fucking pack. Still just fat. It makes you fat. That’s.
Jeremy Walker (01:27) crazy. I wonder like I always thought that enriched carbs were all the same. But it sounds like that’s not the case. Yeah.
Derek Kamajian (01:34) And I think that we minimize the genetic diversity we all have. So, I’m sure there’s some populations of people that can metabolize it metabolize very well. I’m Armenian, so we’re like designed to be fat too. So that doesn’t help huh?
Jeremy Walker (01:49) I wonder. It’s it’s interesting because like, I know there was like times in cultural society and history when like being overweight was actually a status symbol because it meant that you had enough to eat and so, I wonder if like current genetic breakdowns aligns with like times in history, like when Armenia was on top of the world was being fat, we’re.
Derek Kamajian (02:07) the fattest, we’re the yes.
Jeremy Walker (02:11) Seriously?
Derek Kamajian (02:11) One more thing I shifted a mindset which is I wasn’t mad at myself for having the ability to basically put on 10 or 15 pounds in a day if I wanted to. I’m thinking that now if there’s end times or if there’s a massive recession, it’s actually a benefit to be able to have that skill set, but we don’t need to hold on to the weight anymore. I.
Dave Wallach (02:32) Missed the beginning of what, Derek, did you like lose an incredible amount of weight or something by converting to pasta to rice or something?
Derek Kamajian (02:38) Yeah, not incredible. Just over the past couple months, like 25, 30 pounds. Just the biggest 90 percent of that shift was just the, and I was only eating pasta like two, three days a week, but that to Jasmine rice and I eat it daily and that’s when it kind of hits the carb feeling, but that pasta was just crushing my system. Well.
Dave Wallach (02:58) I can never lose weight and I barely, I don’t think, I remember the last time I had pasta, so I guess it’s something else.
Derek Kamajian (03:06) We all, and then blackout eating so nighttime blackout eating.
Jeremy Walker (03:10) There you go. Interesting. Yeah, I know Dave, you were doing the intermittent fasting there for a little bit, but I’ve done it all. I couldn’t do that. That would be that would be too tough for your boy.
Dave Wallach (03:21) Yeah, I’ve done it all. I’ve done keto, I’ve done intermittent. I’ve starved myself and it’s never easy. I mean, we speak, so that’s why I’m all Derek.
Jeremy Walker (03:31) At least at least Dave is jacked, right? Like there’s a huge upside to that. So I’d rather be jacked as a dad, Dave than skinny. So for what it’s worth,
Derek Kamajian (03:44) I’m a fat, jacked muscles are good. Yeah, fat jacked is good. It’s a good thing to have. But I just, for once in my life because I was like 180 pounds when I was in the sixth grade. I just want to feel what it feels like to not be a chubby boy just before I die. I want to know what it feels like to have a bmi that’s not obese or morbidly obese… just for a week or two. I want to feel it, you know?
Jeremy Walker (04:10) Well, you’re doing the right cardio, like I said, jiu jitsu is, I’ve done it a few times with my buddies that do mma and it’s no joke. 10 minutes on the mat is like two hours of running. Yeah.
Derek Kamajian (04:21) It’s tough, but after a couple months, you learn to just it’s not as your body gets used to a lot of it. Yeah. So it’s not as crazy. Yeah. Okay. What do we got cooking today? What do we, what’s the, I mean.
Jeremy Walker (04:32) First and foremost. So, originally, right?
Jeremy Walker (04:34) This call was supposed to be kind of reviewing the scoping that we’ve done to ensure that we’ve got the right volumes on everything. But I think since we pivoted to meeting today after the meeting with your CEO, I think what ultimately we would like to know before we go into any slides or anything else is, you know, what updates do you have from Francesca? Did she give you numbers? Are they looking good? What’s everything like?
Derek Kamajian (04:58) Yep. So basic updates, are I have my excel doc with all of the different softwares for each one of the department. There’s about eight or nine of them. Each one of the departments is requesting between one and two different softwares. We have the functionality and upgrades of each one of the items of changing softwares or moving from excel or sheets to whatever that software is, along with the cost and the financial impact instead of pinging her. And I’m you know, pushed her on Wednesday of what is the budget? How much are you willing to spend? She doesn’t have a budget and she doesn’t know. So her communication was and this is what I should have done from the start. So that’s my fault instead of getting carried away with one software, putting all this into one document, working with the teams and then presenting it. From that point, my communication is basically understanding what her level of scale is. So if, and this is where I need to build a deeper relationship with her which is, do… you really want to get into all these 50 states and have 250 or 300 providers in the next year or not? If the answer is yes, then we need more aggressive software like medallion. If not, then modio will be fine. Right? That’s the communication. So that is up to her. And then if the answer is yes, then we need to get the spend for it that’s one two one item that I’d like to talk about is modification of Jeremy.
Derek Kamajian (06:27) You put into the slide deck, the amount of the average amount or estimated pay per new head, right? And I, earlier this week, I was able to get the amount she spends on each one of her staff members for credentialing because they’re all offshore, she spends around between 1,500 dollars a month on their total salary. So instead of 50,000 dollars a year per save, because that’s part of the communication. And I need this to be clear, I think we should put like 15,000 to 20,000 dollars a month per head, right? So now when I’m presenting, I don’t want any hidden stuff in her brain. When I’m presenting this information which is Derek, you got it wrong. I’m not spending 50,000 dollars per staff member. So you’re I’m not going to listen to and sometimes people communicate that or sometimes they just quietly shut their brain off and they let you go. So that’s another item. And then once I have that let’s, we’re just going to make a decision point and let’s put a two week time stamp on it which is go or no go but I need more time because I’ve been here two and a half three weeks and this is not just credentialing, this is every department. And I don’t want you guys to waste time either. So, yeah.
Jeremy Walker (07:39) There’s a lot in that multiple questions that come up to mind. I think the first one is addressing the pay for the overseas employees. I guess like would the long term like? So she’s willing to bet her future, you know, her future 15,000,000 dollar a year, business on scaling with overseas people, you know, paid 15,000 dollars a year or does she see a world where, yeah, like as we scale, I’d like to bring more of this onshore to have better results and, you know, ensure that we’re managing it a little bit better. Like I guess explain that to me. Like is her mindset behind scale or would your recommendation be? Yeah, let’s keep hiring overseas.
Derek Kamajian (08:29) That’s a good question. I think you need to put yourself in somebody’s shoes that makes 350,000 dollars a month for their business. And this is one of their businesses. And you need to understand she’s going from 4,000,000 dollars to probably 6,000,000 dollars in revenue. And I can’t speak for her perspective. The only communication that I’ve tried, I’ve been giving her giving to her to reinforce is get away from people and get software. So if we do need to term or if we do scale or whatever those issues, whatever happens to your business, you’re protected two. I would say, I can’t say for her perspective, but I would say from my perspective is depending on the amount of capital I have in my business to be able to spend, I’m communicating with her saying, okay, we’re going quarterly timeline, but let’s start thinking three to five year timeline as well. Like in that shift set, the other component is now that we know which you and I didn’t know up until today for you and three days for me, she spends 15,000 dollars ahead for a new credentialing teammate. I would be weighing that out if I was the business owner to say, yeah new software is great. How and how much can I balance between a cheaper software plus more cheap heads, right? A more inexpensive labor force, and see if I can get an amalgamation of those two before I drop 20 or 25,000 dollars a month or 250,000 dollars a year on. So these are all the things I would be thinking about in my business? Yeah.
Jeremy Walker (09:59) Dave, I have more questions but I want to give you a chance to, if there’s something top of mind based on the update that Derek gave us here. I really.
Dave Wallach (10:06) don’t I appreciate the transparency but Jeremy, I’ll turn to you. I think you’re on the right track.
Jeremy Walker (10:10) Yeah, I just think you know, the crux of what medallion does is guarantee outcomes, right? So, we talked to countless organizations that are using modio are using overseas resources. Sometimes they’re using on onshore resources within modio, within spreadsheets, whatever they’re using. And once you’re at a certain point as an organization as a company, usually, it’s when you’re out about 100 providers, the business case is less so about how can we scale with less individuals or how can we scale with AI that’s part of the equation, of course. But the larger portion is, what are the guaranteed outcomes that medallion is going to deliver and attach revenue to? And can that justify the cost of a more premium platform, right? We can’t guarantee outcomes at the same cost as modio? We can’t guarantee outcomes if we give you our software and then let your team use it, right?
Jeremy Walker (11:10) But we can, if we can control both the software that you use and the input that we give the software. And so I’d be curious just as we’ve talked, I feel like we’ve been pretty aligned, on that vision, right? Of course, your CEO might want to see an opex reduction with these new numbers. Maybe it’s there. Maybe it’s not, but, you know, if she comes back and says, yeah, the plan is we are going to grow. I don’t know exactly by how much and in your mind that dismisses modio from the equation. Maybe the opex is actually a little bit more efficient with modio and hiring overseas. Would you still feel comfortable in, you know, selling this vision of, hey, that’s going to work up to a point. But at some point we’re still going to need to bank more on guaranteed outcomes. And so, I’m just curious from your perspective? Like even if the business case from an opex reduction perspective doesn’t necessarily make sense, but we look at revenue acceleration in your mind. Would that be your recommendation to Francesca, or would you lean more towards the modio and hiring overseas equation? Yeah?
Derek Kamajian (12:18) And I think that’s a great question. So I think it’s just going to come down to the capital investment she wants to make. So very simply sell sheet each department. And depending on whatever that bank number is, then I can give my communication which has been pretty clear and she’s listened to some of them. You have me right now and this is a rarity. So, I’m working with your company and it’s a great relationship and we’re doing this the chance that you’re going to find another consultant that can kind of help on this scale and revisit this in two or three years. When you’re ready, it’s up to you, right? Because I’m not here in two or three. I don’t know what I’m going to be doing in two or three years now, if she wants to go through a software conversion and do that, again, that is probably going to be extremely painful rather than just setting up the systems now.
Derek Kamajian (13:07) But it is going to come down to Francesca, do we have 20,000 dollars a month to spend for each one of the departments total in software? Is this like buying a house where the wife says I want this? The husband says we have 600,000 and then we show three properties and then we can maybe get to the 900,000 dollar mark or 1,000,000 dollar mark. I don’t know that. So this is part of the component of understanding what her money’s situation is. Yeah, that’s overall to answer that overall. Yes, we need to take an easy simple approach where this is going to insulate the business for the next three to five years. And we can scale because you run the risk of breaking each component of your business every time you do this. And there’s a lot of people that charge lots of money that don’t know what they’re doing. And especially like you said, increased risk of overseas, let’s see. So.
Jeremy Walker (13:59) If I, is it fair for me to summarize what you said this way and if it’s not, please tell me because this is like, these are the updates we’re going to give our leadership internally. In an ideal world, your recommendation would be to further insulate the organization by using medallion and, you know, offload the need to hire. However your backup is, let’s say she gives you 1,500 dollars a month to go buy a software for credentialing. Your backup at that point, is modio, and then she can figure out the offshore hiring. When when you’re you know, kind of done and gone, is that, did I summarize that correctly? That’s.
Derek Kamajian (14:37) correct. Okay. And it’s if you’re the owner and you’re not taking on, if you don’t have equity partners, doesn’t have a board, any of these other things. It’s up to her what she wants to get for debt. If she wants to spend 100,000 dollars a month, if she wants to take on extra debt that’s on her totally on her. Yeah. Okay. Do.
Jeremy Walker (14:56) we know, what her, do we know what her motivation is? This is something that my CRO had asked me that I didn’t have a good question to other than, of course, everyone wants to make more money and grow business. What is her motivation in growing the business from four to 6,000,000 dollars? And how can we maybe attach to what she really wants from this? And, you know, associate it more with like you’ve talked about like insulation and further growth beyond just, what fixes the problem today? Do you know like what her core motivation is in adding revenue and growing the business?
Derek Kamajian (15:28) I don’t and that’s a great question. I should have asked her that. I think originally she was looking at what her growth was for the past two years and she just extrapolated that projection on the growth. And it was like, well, whatever, 15 percent growth. And that’s what she’s been doing every year, right? And then part of my communication with her on Wednesday was, you know, you’re shooting for the 6,000,000 dollar Francesca. I think in two or three years, you’re going to be at 10 15, you’ve nailed, the telehealth in business model for hiring 10 99 providers and managing them to see your patients in one state.
Derek Kamajian (16:10) We just need to replicate that in other states. But we can’t do that until each one of the departments is insulated so that the system doesn’t break.
Jeremy Walker (16:18) So two questions, one, would it help, if we made the, ask my CRO, and Francesca meet, we don’t even have to be on the call. I could prep him. And because I just what I’m getting at is we would love, to have her part of this discussion. Obviously, you’re phenomenal to work with. But, you know, if there is some kind of executive alignment that can boost her confidence in not only delivering results that we talk about but also justifying in her mind? Because if I’m honest with you Derek, I feel like right now if I’m her and I’ve already grown to 4,000,000 and I’m trying to get to 6,000,000, I’m going to take the path of least resistance which, you know, I can debate you and we can be aligned, and give her advice all day long. I think the path of least resistance is buying a 30,000 dollar software up front, and hiring people. And so, I guess I’m just thinking out this from a strategic perspective of what could we do to get her to understand why the initial investment would be better for her long term? And I think that my CRO would love to have that conversation. I don’t think Dave and I are the right people, to maybe get in front of her. I mean, we’d love to, but I think that she’d probably want to talk to my CRO and so we’d be willing to broker that introduction. What’s your perspective on that? Yeah.
Derek Kamajian (17:40) I think that’s a fantastic idea after I get the amount that she’s willing to spend, sure, so or at least not even an exact a ballpark. Yeah, because I’m not going to bring her into conversations where she doesn’t even know like I don’t even know the amount that the organization’s willing to spend on all of the softwares for all the department. It’s just not appropriate, right? So if I get that number, then we can, I think expand, say it’s a lower number, say 20,000 dollars a month. She’s willing to spend. Then you bring in the CRO then you say, okay, because then now you’ve built the personal connection, he or she can share that vision and expand it a little bit. But until I know because if it’s like 10 or 15,000 dollars a month, no, it’s like, okay, well, I need to spread that along four different departments. So, and.
Jeremy Walker (18:32) so, because we’ve talked about before that, I know that maybe you were just being nice to us because you were talking to us. But what I heard was fixing credentialing and payer, enrollment was essentially the most important thing in order for them to scale. And so is that true enough to where let’s say you get a 200,000 dollar a year, budget, medallions, 200,000 dollars a year, which I think we can.
Jeremy Walker (18:56) After talking to my CRO, I think we can get creative there. But assuming it is 200,000, it’s so important that you would allocate all of the funds to medallion. Or there is also other things that are either just as important or right below importance that you would need to allocate some of this towards as well. Yeah.
Derek Kamajian (19:14) That’s a good question. And even though I’m pretend nice, I’m not nice. So the components of this are billing is always the most important because you don’t get paid. But the reality is we were removing a software called easyclaim, and we’re most likely upgrading a software called waystar. And that’s not a lot of money that’s a 1,000 or 2000 dollars a month. It’s very cheap. On top of that is credentialing. So credentialing and billing are the top two most important pieces to be able to move along. Third is we have a new software that’s being developed. I don’t know how much she’s spending on that, but rollout of that is very important because the providers need to be able to complete their notes without that. There’s no signature, no billing. But if that fails, we can always go back to the cheap software that we have, right? So not as important below that is HR. So right now, they’re using like a CRM management tool to document stuff that’s going on with their HR or with their people management. So they could probably because they’re not going to be scaling the full time teammates. Not that important. They can go another six. We can go another six months without upgrading that. And then the final piece which is again almost as important but not only to be able to do the scaling component, is we’re looking at Netsuite for financial and ERP software to be able to kind of plug some of the systems in together but get some deeper financial reporting, right? So we need to understand how much we’re making per payer, how much we’re generating per state. We need to have a list of all the visit codes, being able to break that down and seeing the impacts of future budgeting forecasts based on whatever payer we’re working with. But guess what that’s very important. But it doesn’t matter how I count my money. I don’t need a big depth analysis of the money until we have a system to be able to scale the money. So I would rather have a less effective way of counting my money and I would rather have 50,000,000 dollars than a super effective way of counting my money and have 10,000,000 dollars, right? So the financial and I think that’s like 40 grand for the year, right? So I’m starting to get an understanding of the cost of some of these new softwares as well. So this is the billing is kind of taken care of. And then this is going to be, this is going to be one of the major keys to be able to unlock. Because if we’re going to replicate state by state and get four or five providers per state, I can’t do that without. I can’t manage 15 offshore credentialing people, right? So, I’m aligned on that piece. But again, I need, I don’t want to look insane of being like this. Yeah. So, if.
Jeremy Walker (21:51) the billing software is 12 to 18,000 like you said, about a 1,000 to 1,500 a month and,
Derek Kamajian (21:57) you know, I,
Jeremy Walker (21:59) I’m sure we can, you know, pull a couple levers, and get medallion to, you know, just under 200,000 dollars a year really. The, and the other things can either wait or, are much less important. It sounds like as long as she comes back with, hey, you’ve got 250,000 dollars a year. As you’ve been saying, if you’ve got 20,000 dollars a month, we should be, in a decent spot. And I guess, what do you think, the likelihood of, you know, especially since she hired you, to bring in and change these things? What do you think? The likelihood of her making that investment in yourself telling, you know, telling you that she wants to invest in the business and scale it, and scalability of her not giving, you know, 250,000 dollars to go and actually build that out?
Derek Kamajian (22:50) I’m not sure, what’s the specific question of like,
Jeremy Walker (22:55) what’s the likelihood of what’s the likelihood of her expecting all of this to be less than 250,000 dollars, right? I.
Derek Kamajian (23:03) Have no idea. The only thing that I’m thinking is if they’re running at 10 or 20 percent profit per year and they’re generating say four or 5,000,000 dollars. You’re asking whatever business owner to invest all of their profit from one year on this build out. And I think framing it as a build out that you’re not building or purchasing another clinic, you’re building the infrastructure for now.
Jeremy Walker (23:26) To your other.
Derek Kamajian (23:27) Idea is once we get the amount spent all the spends and costs for all the softwares, I think that, and thank you for this because I didn’t think of this. We could probably stage the software. So we’re not saying Francesca, we need 30,000 dollars a month. Now. Let’s do the 20,000 dollars a month for the first three months. When we get to four point or five point 2,000,000 dollars in revenue, then we get the new HR software. Then we get the Salesforce software. Then we get the finance net suite, and then we get, but, yes, it’s billing and credit and I think you’re on the same page. Unless I’m missing something that billing and credentialing to scale. I don’t like, I don’t if, we have five of you two employees. The rest are all contract employees. Having some deeper financial modeling is good. HR is not needed. And then setting up a CRM is good, but they’re functioning with something called zoho right now. So unless you, and this is go totally disconnect and pretend you don’t work for medallion right now. Do you think that that’s an accurate statement or not? You’re just talking to me and you want me to be successful? I’m going to I’m.
Jeremy Walker (24:34) Going to I’m pausing. So I’m not just immediately answering yes, but because I really want to, I want to make sure that I’m answering this correctly here’s. My perspective is let’s make it so that there is so many providers and so many claims coming in accurately that we then have to go and fix those other things because you said that everything behind medallion after billing, medallion, everything after medallion is it’s not bursting at the seams and has to be fixed today, right? So if we’re going to focus on one area of the business to your point, let’s focus on revenue. Where does that come from? It comes from our providers and it comes from them submitting claims that are accepted and then reimbursed right? It’s an active.
Derek Kamajian (25:22) License the company lost 20,000 dollars with a provider that was seeing patients last year that wasn’t there you go, the license expired because we don’t have a system to manage the providers.
Jeremy Walker (25:31) Because you don’t have an automated system. So that’s my whole point is you can’t grow a business without billing and revenue providers are your revenue that’s medallion. And billing is the other tool that you’re looking at. Let’s get the revenue to a point where all these other functions now have to be fixed. And then if she has to go and take lines of credit in order to buy some of those other tools, hopefully, there’s so much revenue coming in from the claims that she can now go and address those needs. But genuinely not as a medallion employee. Just as someone thinking about this, I do have an LLC set up for a couple of airbnbs that I own. So I think about revenue a lot. I want the issue to be like you said, what do I do with this additional revenue now that I have it versus, hey, how do I prepare for extra revenue that may or may not be there, right?
Derek Kamajian (26:26) Well, yeah. And I think you’re right? So aside from getting all the numbers in the financial sheet and then kind of pushing on her a little bit more… I think you’re correct that. The final piece of this is just basically getting her fired up on like where do you see your business?
Jeremy Walker (26:44) Growing? And what?
Derek Kamajian (26:45) Is the actual growth that you want? So I’ve already communicated with her the three to five year, not just the quarter to quarter. And I’ve already communicated that this is not you’re pushing on this five to 6,000,000 dollar revenue. This is an eight to 15,000,000 in the next two years, right? So, I think planting those seeds which are true, I would love to have gotten involved in this business a couple years ago when she was doing this, but she’s going to have a 15,000,000 dollar business in the next two or three years. She just needs to replicate the same stuff she’s been doing. You just pick a state a month. It’s not difficult. Yep 100 percent. Okay. So let’s do for this component. Oh, sorry. Go ahead you.
Jeremy Walker (27:26) No, you asked what you were going to ask? Okay?
Derek Kamajian (27:29) Yeah, the, the other component is, so, you know, that I have the weekly with her. Yeah, on Wednesdays, it’s part of the, it’s part of the thing. So let’s just set, let’s set a timeframe frame. If we don’t get an answer, if I can’t get an answer on what… her spend is. I should be able to get an answer on what her spend is by next Wednesday. And then I’d communicate with you guys. And then after that, if it’s kind of somewhere in the ballpark even if it’s for all of the departments, equals that 20,000, then I think the next phase is her talking to one of your leadership teams to get an idea. I.
Jeremy Walker (28:06) Think so too. The only, I love that plan. I think that’s the right plan. The only thing that I guess is means of concern. And again, at medallion, we don’t try to like, we’re a yearly business, right? So we’re not trying to force any kind of timeline. And the only thing that maybe might be in your favor, is pricing a little bit, but you had mentioned that July first is really that’s your three month mark to where, you have to have a, you know, a system in place and essentially a plan to act on with our eight week implementation. Again, I’m not trying to force the envelope but that does put us at like the end of this month for a decision to be made. And then like I’m.
Derek Kamajian (28:46) totally cool. I’m totally cool. Extending these timelines so that’s.
Jeremy Walker (28:50) what we wanted. Yeah, yeah.
Derek Kamajian (28:52) And that was, I had a conversation the other week which is, you know, originally, this was the plan, but this sow doesn’t really make sense anymore. Now that her new ask is insulation of the business prior to the expansion? Good? Yeah. So that’s in the beginning it was expand. And now it’s I’ve done a review of the organization it’s insulate expand. Okay. Got it.
Jeremy Walker (29:16) Cause, that loosens. I guess some of the pressure that we have, to get things moving as quick as possible, which is good. Okay. Well, all Jeremy?
Derek Kamajian (29:26) How many of these polls do you have to do a week?
Jeremy Walker (29:31) Depends on the week my Guy?
Derek Kamajian (29:34) There’s an average, you have to deal with fucking 20 of me a week. That is exhausting.
Jeremy Walker (29:39) No, not 20. I mean, Dave deals with a lot more than me. Cause he’s got eight people on his team. I probably have like, I mean, this.
Derek Kamajian (29:47) God bless you, Dave at this.
Jeremy Walker (29:49) Stage, right? We’re we’re essentially like we’re vendor of choice and we’re talking through numbers and trying to loop in executives. It’s it’s not that much, maybe, you know, two a month, something like that, but early conversations that’s where it ramps up to two or three a week, something like that. So.
Derek Kamajian (30:05) Well, God bless you too because this.
Jeremy Walker (30:07) Seems tiring. It’s very easy, to work with. I’ll say that. So.
Derek Kamajian (30:11) I just, I wish it was just cheaper. I wish the fucking cause we’re right in the middle ground where it’s like now we’re asking the CEO say go get some more money. We don’t care where obviously we do care, but the loan investors, whatever you want to do because this is the correct path of the business. And then you kind of feel like a dickhead which is like this is a person… I may want the 6,000,000 dollars. Maybe the 15,000,000 dollars is my vision. Maybe that’s not her vision, right? Right? She wants to expand into all these states, but I get a little greedy and pumped up when I see a business that can double what the owner thinks that she can do, which it can, but you can’t push too much as well because everybody’s got their own life balance. She’s got 11 other businesses, right? So there’s you have to be some soft sometimes and aggressive sometimes. So I don’t know it’s interesting and that’s.
Jeremy Walker (31:01) why I think that’s why my CRO wanted to know because to me, it like it makes sense. Like, oh, every business wants to generate more revenue, but he’s like, but because she’s not answering to a board who’s forcing that on her. Why does she want to generate? And I’m like I said, I don’t know that’s a great question. So I think to your point like that is a good question we really need to understand like does she want to grow to 15, 20 30 50,000,000, right? Or is she happy with the niche that she’s found the people that she’s helping the providers she employs and just wants things to be 10 percent easier, right? We don’t know, but I certainly appreciate the time we’re over. I do want to give, if you’ve got a minute or two, I want to give Dave another chance to Dave. If you’ve got any other questions while we’ve got Derek, and then we’ll schedule some next steps, if not.
Derek Kamajian (31:46) I really.
Dave Wallach (31:46) Have, I mean, Jeremy, you’re so thorough? I really don’t have any other questions that you haven’t asked? I do think that as long as there is alignment and the budget is a possibility that getting a call set up with her to speak with somebody, you know, Jeremy’s our CRO, you know, whoever it would be, we’ll figure out the right executive for executive alignment and just to make sure… understands why the investment with us is worth it if we got to that point. So, I mean, I just want to thank you for that, and I think we’re aligned on that. So, cool.
Derek Kamajian (32:20) Can we give Jeremy a raise? Please? That Guy’s doing consulting work. He’s making slideshows, he’s making.
Dave Wallach (32:26) Slideshows, he’s doing his job, Derek, that’s what he’s supposed to.
Jeremy Walker (32:28) Do.
Derek Kamajian (32:31) you’re dope man? You’re.
Jeremy Walker (32:33) dope, they pay me well here, Derek, I’m in good hands. You got your call on next. I appreciate the compliment. Derek, would next Thursday be a good time for us to follow up? Yeah, usually.
Derek Kamajian (32:45) Thursdays and Fridays are the best. Monday, Tuesday, Wednesday are a little insane.
Jeremy Walker (32:50) Do you want to, do we’ve got a company all hands. Do you want to, do you want to, do you want to do?
Derek Kamajian (32:56) Seven eastern is good software checks. Oh, okay. Now, the it department is setting up a weekly software check in meeting. So they’re starting to listen, this makes me very happy there.
Jeremy Walker (33:11) You go. Awesome. We’ll all schedule then I’ll put something on the calendar for us and then, you made the joke last time. So, I, you made the joke that, I was, your manager. So I won’t ask you for an update after the call?
Derek Kamajian (33:27) Oh, my God. Thank you so much, 20 years of working in corporate America. So, I don’t have to have people bust my balls that’s great. Yes, I will get when we talk in the meeting, I think. And if we want to, if a tech staff, if I feel it shoot, I’ll shoot you a text after and kind of just give you a heads up, so, we know.
Jeremy Walker (33:44) I mean, bad news doesn’t get better with time. If it’s, if she’s expecting to spend 5,000 a month across all, all organizations we’ll still meet, but, we’d love that update sooner rather than later. So, anyways.
Derek Kamajian (33:57) This may also be, and this is part of the… thing. And I know people don’t like this, but this may be, two years down the road when she gets 10 or a 1,000,000 dollars. I don’t know, right? This may be a time thing as well, but we’ll see. Yep. Sounds good.
Jeremy Walker (34:14) Okay, cool. Well, I’ll send that over to you here on Thursday at 11. We’ll talk then and, until then, if there’s anything you like, anything you need to help socialize this and kind of sell her on this vision. Obviously, we can make adjustments to slides, we can build new ones. So, whatever you might need, we’re happy to help with. And, until then, we’ll let you have a great weekend cool.
Derek Kamajian (34:38) Thank you so much, guys. Have a beautiful day.
Jeremy Walker (34:40) Of course. Thanks Eric.
Derek Kamajian (34:42) Take care. Bye see ya.