Transcript
Jake Shubert (00:00) hey, Lisa, how’s it going?
Lisa Fahey (00:06) There we go. Let me loop in Sean. She did not get my forwarded invites. Let me just pull that in. She’s our director for our ivfmd clinic in Texas.
Jake Shubert (00:21) Perfect. Is anyone else besides Sean coming or is just the two of y’all for today? Just?
Lisa Fahey (00:28) Sean and I for now? Perfect. Yeah… let me send that. Okay. So she should be joining shortly.
Jake Shubert (00:38) Yeah, no rush at all.
Lisa Fahey (00:43) How was your weekend? I was going to say, how was your weekend?
Jake Shubert (00:46) Mine was okay. The weekend before this one, I had my first ever like little back injury, which is not ideal.
Jake Shubert (00:56) So, this weekend, I felt more like a human being. You know, I was able to like bend and move and do you know those kinds of fun stuff. So this weekend was a lot better for me than last weekend, but how about you?
Lisa Fahey (01:09) We had a, my daughter’s classmate had a birthday party. It was a little stressful. There were too many kids in one bounce house and mine was trying to do some wrestlemania moves. So, please don’t get hurt. You know, her birthday party is next weekend. So it’s like just please contain yourself. Just one more week.
Jake Shubert (01:28) How old is your daughter? She’s.
Lisa Fahey (01:30) four turning five. So, oh,
Samantha Bouchard (01:33) that’s the same age as my daughter. Lisa. She’s about four and a half. She’ll be five in August, but we also had a bouncy house party but it was wet from the rain. So we had the,
Lisa Fahey (01:44) the water sliding.
Samantha Bouchard (01:47) You.
Lisa Fahey (01:48) know.
Samantha Bouchard (01:48) Factor added into the wrestlemania move?
Lisa Fahey (01:52) Yeah, and it’s like, and then one kid gets upset, and then the other one. And yeah, yeah, it’s just, it’s.
Samantha Bouchard (01:59) like supposed to be fun, but just like absolute torture for the parents, right?
Lisa Fahey (02:04) Let me see. Sean’s. Have I’m just going to send her the zoom link directly? I think the calendar invite is not going through. So, let me put copy hyperlink I.
Jake Shubert (02:17) can’t imagine waters and bouncy houses as a good combination. Like, you know, when I was a kid, I was an avid bouncy house lover, and I can’t imagine some things in the rain are genuinely more fun that can’t be one of them like that just can’t be well, it.
Lisa Fahey (02:31) Gets worse. So, we had a bouncy house at another party and the kids decided to bring the bubble blower, like the bubbles. And so it was an absolute slip and slide disaster. I’m like someone is going to get hurt, mommy anxiety spikes.
Jake Shubert (02:47) Yeah, just take it.
Samantha Bouchard (02:48) In and then in like the midwest, you have like the wind concerns and like kids blown away. I’m like these things gotta go.
Lisa Fahey (02:59) Oh, and there’s Sean. Yeah, yeah, I know it’s the wind picked up there and one of the moms like get out of the bounce house please. You know, we don’t want to, yeah.
Samantha Bouchard (03:07) Like absolute paranoia concussion broken bone.
Lisa Fahey (03:11) Getting swept.
Samantha Bouchard (03:12) Up in the wind all for a little celebration.
Jake Shubert (03:17) Yeah, I’m now retroactively realizing how much anxiety I must have been giving my parents when I was a kid… when you.
Samantha Bouchard (03:24) Have kids, Jake, you’ll understand?
Lisa Fahey (03:26) You’ll be reaching out to us?
Jake Shubert (03:28) Yeah, exactly. You were right. Hey, Sean. How are you? It’s great to meet you. Good.
Shawn Holley (03:33) Morning, I’m good. How are you guys?
Jake Shubert (03:35) Doing good. Thanks for hopping on. Perfect. Well, we can jump into things for today. Let me start off with a little bit of intros. So my name’s Jake, I’m part of the partnerships team over here at medallion. Lisa got your email with a bunch of helpful context, which is really appreciative and really looking forward to chatting today. And Sean really excited that you can be part of the conversation as well. Helping on our side for today’s. Call from the medallion team is Sam who is going to really be like the technical nuts and bolts person. And eventually, if you guys want to see a demo of the platform, Sam will be the one walking you guys through the platform itself. But, oh, I also mentioned I’m based in Portland, Oregon. But Sam, I’ll pass it over to you.
Samantha Bouchard (04:16) Yeah, no, that was a good introduction. Jake, Sam, I am in south of Boston, Massachusetts, just waiting for the sun to come out and stay. It’s been so cold, but it’s nice to meet you both and looking forward to the conversation today.
Jake Shubert (04:30) Thank you. Cool. And Lisa, you kind of already gave a little bit of an intro for yourself and Sean, maybe I’ll just if there’s anything else you want to add? I’m not, I’ll give you the floor to do an intro.
Shawn Holley (04:41) So, I am Sean, I’m the regional director. And so I oversee ivfmd so our locations here in Texas, Lisa and I both devote our time to Texas, however we’re kind of kicking this off for our whole network. And so we will be looping in like our Louisiana location as well as our locations in Florida, knowing primary priority will be Texas.
Jake Shubert (05:06) Got it. That’s super helpful.
Shawn Holley (05:07) Or first priority. I should say.
Jake Shubert (05:09) Yeah, that makes sense. Cool. Well, we can jump into things. I guess first that’s a quick question. We set up the 30 minutes for today’s. Call. Does the 30 minutes still work for you both? Yes. Okay. Awesome. Well, I guess maybe we can start sort of high level. Lisa in your initial email to me, you mentioned that you guys are currently in the process of reviewing, you know, potential credentialing partners and I guess I wanted to start off, you know, this is a little bit of like a broad question but maybe to understand kind of where you guys are in that evaluation journey and then just primarily like what are the things that you’re looking for from a potential vendor?
Lisa Fahey (05:39) Yeah. So essentially, I was working as a supervisor for all of our four clinics. I have now narrowed down to working with ivfmd. And the first thing we looked at were, okay, are we really getting paid correctly? Trying to track down those contracts? And that’s where we, that’s our start is we have a lot of contracts from early 2000, 2011. Some of the fee schedules, we’re not sure if they’re current, if they’re accurate. We’ve reached out to uhc, it’s a nightmare to even obtain a copy of a fee schedule from them. What they gave me, you know, I’m looking at it, I don’t feel confident it’s the correct one, but I don’t know enough about the credentialing side to be able to determine… we have a new physician outside the two that are on these contracts that started in about October. We still have several insurances that we need to get her onboarded under our group. And then we have an urgency and the urgency is a new physician with a large practice is joining about mid may earlier, you know, side of mid may. Yeah. And so we need to get them onboarded immediately. And again, I’m a biller, you know, with medical assisting background, I am have no hands involved in any of this, you know, caqh and contracts. And so we need some expert help because I know.
Shawn Holley (07:12) I’m a nurse by background. I’m managing operations. And so when Lisa and I kind of got handed voluntold this initially for us to handle, we’ve been tag teaming it, but learning as we go which is scary in my opinion because there’s so many little pieces and if you miss one that’s a great reason the payers aren’t going to reimburse or whatnot. So finally, we are here to where we’re trying to onboard someone that knows what they’re doing. Yeah.
Jake Shubert (07:41) Nothing like a fun voluntold assignment. And I’m sure you guys have had tons of fun with the world of acronyms of caqh and npdb and oig, and Sam, it’s like, what are these things? Yeah, that is really helpful. Okay. So urgency around the new physician starting in around a month, three weeks or so from now, that totally makes sense. And I guess also in terms of your evaluation so far, are you guys like really deep into the evaluation already? Is it sort of like just kicking off? Just want to sort of understand like where you guys are at in terms of looking at credentialing vendors? Yeah, you.
Lisa Fahey (08:15) Are our third vendor. We just got off the call with the second one. I met with one personally on Friday and you are the last stop for now. We’re just kind of gathering info and seeing what, you know, the different companies have to offer. Yeah.
Jake Shubert (08:29) That makes sense. And then sort of curious to understand more about like your current state today. So if we look at the physician back in October, just like any other providers you guys are working with, they need to get credentialed with however many payers. What does that process actually look like? Like? Is it the two of you manually filling everything out on spreadsheets? Maybe like what does that kind of look like today to actually do the work to track the work? Sort of curious what the current state is?
Lisa Fahey (08:56) Looking right now, we had a different, we had an RCM director. So I have access to her emails. It’s kind of seeing where she left off and trying to pick up from there. But, yeah, you know, it’s just kind of it’s very.
Shawn Holley (09:09) Smilled, if we, our focus has really been on the physician that joined back in September October, and what will be pushing us forward very quickly is this new physician. And so I would say that gives us the trajectory for really trying to make a quick decision. But really because we’ve been learning as we go, like I’ve got a very small spreadsheet of information I’ve been collecting since I had to kind of put my hand in it. I’m sure Lisa has just a, something that she keeps track with, but no real like I don’t have this nice package with a bow to hand over to you guys. Yeah.
Jake Shubert (09:46) Yep. No problem. 100 percent. And I guess you mentioned the RCM director who’s kind of was leading this before, is she no longer with the organization? Is that why it’s falling onto you two? Yeah, correct. Yep. Makes sense. And are you two like the sole people sort of helping to manage counseling today? Are there other people who are getting involved? I’m sort of curious if it’s like all at your doorstep right now, everything.
Shawn Holley (10:08) Is at our doorstep since we’ve got the priority need, we’ve kind of been elected or another voluntold to kind of lead this initiative, screen, however many figure out who we want to go with as an organization and then move forward. So really, it kind of stops here.
Jake Shubert (10:27) Yep. Cool. And just a few more questions. Then I’ll touch on all the medallion stuff and help share some info about us. Sure… you mentioned a couple of providers recently hired and one coming on board. How many providers are you guys at today? So, if.
Shawn Holley (10:41) we’re just looking at ivfmd. I have three today, and then we have this fourth one joining next month, which is our Texas market that’s where the priority is. If we’re looking at FSN as a whole, Lisa, you will have to help me, but we’ve got an office in Louisiana, audubon fertility, and they have, how many physicians?
Lisa Fahey (11:00) They have two physicians, a pa, or a nurse practitioner, and then they’re onboarding another physician as we speak?
Jake Shubert (11:09) Okay. And then if we include?
Shawn Holley (11:11) Yeah, sorry, no, I was.
Jake Shubert (11:12) Gonna say if we include boca and Viera in Florida, what does that look like as well?
Shawn Holley (11:15) And Lisa, how many practices and physicians?
Lisa Fahey (11:18) So Viera is one physician, one location, boca is currently two physician, two locations. We’ve got a boca raton and then fort lauderdale, okay?
Shawn Holley (11:32) And they are looking at adding another location or two as well, and we are opening a fourth location for our new provider later on in the year.
Jake Shubert (11:42) And what about, you know, we’re talking about physicians, but if we include the entirety of folks who need to be credentialed, so, you know, NPS pas, you know, those kinds of personnel as well. How many total physicians folks need to be credentialed across the organizations? What do you say there are today? So.
Lisa Fahey (12:00) One, two, three, four, five, six, seven, eight, nine. Boris’s, email said 11, 11 seems to be right about, Ballpark?
Shawn Holley (12:15) Yeah, I would say between 11 and 15, we may add a nurse practitioner or two with our new physician next month that’s still to be determined. So it may include a couple of more nurse practitioners than where we are today? Yeah.
Jake Shubert (12:27) So, okay. So 11 or 15 sort of in that ballpark today. And then if we’re looking at hiring over the next, you know, 12 months or so, is there like a target for that number including pas and NPS is supposed to be at in terms of personnel over the next 12 months?
Shawn Holley (12:44) I, Lisa, does that 11 from Boris include potential voca, growth? Do you know I?
Lisa Fahey (12:51) Think his 11 was by at the point of the end of the year, that was where we were physician count. And then from that, you know, we’ve had one leave by vfmd, so it’s kind of a, yeah. So.
Shawn Holley (13:03) We probably would be safe on the higher end to say 15 lower end, maybe around 11 cool.
Jake Shubert (13:08) And then last question for me, just as we’re looking at credentialing. Do you know, like on average, like how many payers these folks need to be credentialed with it’s not.
Lisa Fahey (13:19) Too many it’s like Aetna, cigna, uhc, blue cross blue shield, tricare. Those are the main five. And then you’ve got the couple smaller ones as we discover, okay?
Jake Shubert (13:31) Cool. That’s great. Well, I will pause there. You guys have been super helpful and provided a lot of context. I want to do the same thing on our side and share some info about medallion before I jump into that. Do you guys, are you familiar with medallion at all? Or would it be helpful for me to sort of start, you know, about like sort of who we are, how we work and go through that? Okay. I’m not, yeah, no problem at all. So, I’m happy to do that. Actually, I have a one slide just to give a little bit of visual background as I’m talking in case y’all are visual learners. Okay. So here’s a little bit about medallion. So we are a tech first platform and we’ve been really built from the ground up to manage everything you’re seeing here on this slide. And what I like to sort of talk about with groups like yourself who are in this stage of figuring out like, okay, how are we going to tackle credentialing? Is there’s really like two common paths that you see organizations go down? I’m not sure who the other vendors you’re talking to are, but there’s the path where folks get what we call like a software only solution, which is a provider data management tool in which you guys are the ones doing the credentialing work. So it has a place for all of your data as like a repository. So you can track things, but you guys are doing the credentialing work. And then there’s the medallion side of things which is what we do, where we are managing credentialing end to end. So what we do is we provide you guys a platform where you guys can direct the strategy, which means, hey, we just hired this new physician, dr, Sam needs to be enrolled in these five payers. You click three buttons in the platform to request those enrollments. It triages, a workflow where the medallion team takes on that work. We do all of the work to get your providers credentialed and fully par with your payers. And then you can see in the platform, great, Sam is now par with these payers here’s. The effective date here’s, a revalidation date in the future, so on and so forth, right? So the core difference between the models is one is a tool for tracking where you guys do the work. And one is what we provide, which is, you know, full visibility but where medallion is managing the process end to end, so that you guys don’t have to do that work. And you guys don’t have to staff up an internal team as you grow. So that’s really what we do as you guys can see here in the slide there’s a, you know, we’re trying to handle every single part of the process from onboarding providers all the way through. If they have any licensing needs, enrollment needs, if they need to be privileged with any organizations, you know, revalidations, recredentialing, so on. And so forth. I will pause here and sort of just like take a peek at a lot of information. Does that sort of make sense? Any initial questions on what I just shared?
Shawn Holley (16:16) That makes sense. And.
Jake Shubert (16:18) In terms of like the models of you guys having sort of a software solution where you’re managing it yourself or an organization like us, where we’re managing it for you, following your strategy. Is there like a preference internally on what you guys prefer… it would be?
Shawn Holley (16:32) You managing it, we would really like to be hands off as much as we can, okay?
Jake Shubert (16:37) Yeah, that makes total sense. Yeah. So that’s sort of what we do. The idea here is we want to sort of tackle sort of three main outcomes or three main value drivers for our organizations. The first is we want to accelerate revenue. So the idea is if we can get your providers in network faster, then they are billable faster, they’re able to see patients faster. We’re generating revenue faster and we’re also increasing patient access. The second piece is the operational component which is we don’t want you guys to have to staff up an internal team to manage credentialing. So the idea here would be with medallion, you don’t need to staff an internal team. So you’re saving on those internal operating expenses… and then the provider experience. I don’t want to speak out of turn, but I imagine your provider who was hired in October doesn’t love the fact that they’re still not enrolled with the payers they need to be enrolled with today. So we want to try to make the provider process less abrasive by requiring less work from them on the front end. In terms of documentation they’re sharing and things they need for onboarding, but then also getting them in network faster so they can do what they actually care about, which is seeing patients. I’ll pause here. Any thoughts feedback? Do these sort of value drivers resonate with you guys and maybe with your leadership as well?
Shawn Holley (17:53) Yeah, I think that sounds great. Okay, awesome.
Jake Shubert (17:57) Well.
Shawn Holley (17:58) I guess my sort.
Jake Shubert (17:59) Of, well, before I jump into things, Sam, I know I’ve been monopolizing a lot of the conversation. Any questions or things you have to note, Sam, I was just.
Samantha Bouchard (18:07) curious, Lisa and Sean, if any of the other areas on that slide that Jake pulled up were applicable to you all? Like are you running any primary source verifications on your providers to verify who they are, who they say they are… like Sam, oig, some of that might be done in like the HR space. So it might not be as… and they may.
Shawn Holley (18:30) have been, but I at least speaking from when Lisa and I kind of had to start being involved in this a few months ago, not since we’ve taken it over, but it definitely could have been when they were initially brought on. Oig, sounds very familiar. I’m sure oig’s been involved, but have I, no, and I don’t Lisa, have you no.
Lisa Fahey (18:50) Okay. Well.
Samantha Bouchard (18:53) That’s just something that we can do. So if they’re maybe checking some of those things more upstream manually, we can pull that into the process. So just something to think about. What about licensing? Does your organization like support maintaining their licenses or any renewals on their behalf or is that completely physician owned? It is?
Shawn Holley (19:17) Mainly physician owned, however they like to delegate to the administrative staff as much as possible. And so if this was something like, we would probably consider having some assistance with that. Okay. That’s helpful.
Samantha Bouchard (19:33) To know because we can that same process that Jake described for payer enrollment. You own the strategy. We own the execution, same thing you request that you need a license renewal for Florida, for X provider. We’re going to manage that for the provider and give the provider as well as yourself visibility. Okay, cool. And then hospital privileging, are you all managing any hospital applications to partners to get privileges at any local partner facilities? Yes.
Shawn Holley (20:04) I know in Texas, we are, I think audubon in Louisiana, they have their own surgery center, Lisa, do they do everything out of that? Everyone has a handful? So most physicians are credentialed at one or two locations, at least here in Texas.
Samantha Bouchard (20:20) And.
Shawn Holley (20:20) Lisa, I can’t speak to the other two locations, yeah.
Lisa Fahey (20:24) Audubon is its own tricky situation. They own pieces and parts of different like the embryology is a separate entity. So everything is kind of split out there. Florida should be working with one hospital for sure to do those outpatient surgeries. But they may have a second. I don’t know the distance with the, you know, fort lauderdale was kind of up and coming as I departed from their group. So. And,
Samantha Bouchard (20:53) who’s managing that today? Lisa? Like is that falling, would that fall to you all or is that I think?
Lisa Fahey (20:59) It should be a director there or even above her, you know, more in. So currently.
Shawn Holley (21:08) Hospital privileges fall on the director and the physician. So it would fall on me partnering with my physicians. A lot of the physicians that have been here for a long time, manage this independently. But as we’re getting these younger new ones in, they’re kind of pushing everything to the clinic, me or their director.
Samantha Bouchard (21:31) Got it. Yeah. So that is, that’s something that, we can support as well. I think the volume piece we’d want to understand a little bit more. It sounds like kind of each individual because there’s like a reappointment part of that as well as you all know. So like every two years or every one year, the hospital might say, okay, you need to get reappointed. So lots of things to track all of that streamlined in our system. And we make it, you know, as easy as possible for you all to kind of, you know, request those reappointments as well as the licensing, the payer, enrollment, et cetera. So I think I have a good understanding. Jake, did you have any other questions? Yeah.
Jake Shubert (22:12) I was just going to ask Sean at least not to come off like overly salesy. But I am curious like if you guys like organizationally, is there like a budget set aside for this project or anything along those lines?
Shawn Holley (22:27) No, I’ve not been shared a goal target. Okay? It’s really finding, you know, the company that looks like they are all encompassing, can do a quick onboarding, understand the priorities that we have and start making some progress. Yeah.
Jake Shubert (22:46) That makes total sense. And just to peel the curtain back, the reason why I was asking is as I was sort of shared, we have like a different approach to crunching than other vendors, right?
Jake Shubert (22:54) We’re managing everything for you guys end to end as a result. What that means is that we devote a lot of resources from our side to all of our customer accounts because we have to sort of manage the work, right? And what that means is like from a break even perspective, we do have a deal floor for our deals where there is a minimum annual contract value spend of at least 50,000 dollars annually for medallion contracts.
Jake Shubert (23:20) So, the reason I was asking the budget question isn’t to be like, you know, sales or whatever it might be. But I just want to make sure as a best use of your time, like I just want to check to see if that deal floor was completely out of whack, hey, we’re not at that stage, we’re not considering that or if it’s like, hey, this is, you know, very important to us and we see the value there if it’s the latter. Obviously, you know, from our perspective like this is a very clean fit for us and we work with organizations in your position all the time. So we’re really confident. But I wanted to make sure that I shared that from our side in case if that number is too high, like I just want to be cognizant and respectful of both of your times, sure.
Shawn Holley (23:57) Sure. So, is that what we would be looking at as we would be at the minimum or you’re just, you don’t know where we would fall but that would be the minimum it would be.
Jake Shubert (24:07) It’s the latter to be transparent based off of like the size of your organization. I can’t imagine it would be much higher than 50 K annually given the number of providers you guys have, and we’re talking about the payer accounts and stuff kind of like doing the mental math in my head. I’m I don’t think you guys would be much higher than 50 K, but do want to share like there is that minimum that exists. So like we would have like no recourse to go lower than 50 K. So that’s why I just wanted to share that like ahead of the game to make sure that, you know, if we’re you know, talking the same language that’s great. And if not, like we can always part ways as friends and I would totally understand. So,
Shawn Holley (24:41) right. Right. No, I think we definitely, this would be something we would consider. Can you, on a different note, what would onboarding look like? So say we selected medallion and told you today, yes, we want to move forward. What would onboarding look like? And when would work actually start on getting our newer physician and our up and coming physician going? Oh?
Jake Shubert (25:07) Sam, I saw you come off mute. Do you want to take this one? Yeah.
Samantha Bouchard (25:10) So we have a couple of different options. I actually came over from our implementation team, Sean. So where it’s just the single two providers that you’re looking for, we can spin up. Like if we have a sense of how quickly you want to move forward, we can prepare an implementation team for that. We can spin up an instance for you all. And you can really get them added to the platform pretty quickly. So I would say that focusing on those two providers, you could start to make some submission or requests in around two weeks, two weeks or so to get those flowing. And then what we would do is continue to support you on just getting all of your existing provider data, which doesn’t sound like it’s a super large amount just in the system in the background with the two providers being your priority. All in all, our implementations are anywhere from like eight to 12 weeks just depending on how quickly we can move with that data. But I definitely think you’d be able to see value for those two priority providers much quicker. Yeah. And.
Jake Shubert (26:10) When it stands at eight to 12 weeks, that is the full go live of all historical data. Yes. But yeah, like Sam mentioned for the new providers, you know, from October and the one coming in may, we would start that within the two week timeframe, okay? And.
Shawn Holley (26:23) Knowing our new physician joins us may eleventh, what would we like? Potentially? When could we anticipate her kind of going through the process?
Samantha Bouchard (26:41) So that would just determine obviously on how quickly we would get through like the contract signatures, and then from there, getting her data into the system to make those requests depending on the payers, Jake and I could look at like the average turnaround times that we have in the system for the particular payers that you’re looking at. But on average, we see a turnaround time of 54 days which is drastically lower than kind of the standard like 90 to 120 that we see across the industry.
Jake Shubert (27:16) So I imagine if you’re doing it yourself, it probably might be even longer than 120 days probably.
Shawn Holley (27:21) Yes, probably very safe to say.
Samantha Bouchard (27:24) Okay. And.
Shawn Holley (27:25) Then, how does billing work? So your annual contract base is 50, if we were set at 50, how would we be billed? How does that all work?
Jake Shubert (27:34) Yeah, that’s a super good question. And I should have touched on that earlier. So apologies there. So the way our contract structure works is there’s sort of two components to it, there is like an annual software fee which we charge on the, you know, per provider basis. How many folks’ data are we storing in medallion? And that cost sort of powers all the downstream automations that happen to go through the credentialing process. We charge based off of the actual work that we’re doing on your behalf. So, how many enrollments are we doing? How many hospital appointments are we getting, you know, those kinds of conversations? So what we do Sam and myself through future conversations with the two of you is understand what is sort of the best estimate of the overall yearly scope of work you guys need to do? And then we build a proposal based off of those estimates that have like individual line items for what you’re looking for. If the question is like very specific around billing, most of our contracts, we do annual billing, but transparently with organizations who are a little bit newer in the credentialing space. We do have some flexibility for things like biannual payment terms if that was impactful for you guys. But we do sort of the like upfront charges based off of the estimates of what work we’ll be doing over the course of the, you know, 12 month time period of supporting you guys. Does that make sense? Sean? It does cool.
Jake Shubert (29:01) I want to be respectful. I know we’re at time. I can go a little bit over if you guys have more questions. But as far as next steps go, what… I’m sort of thinking would be helpful is for… the, for you both. If we can get like a more holistic idea of across all the organizations, you know, Louisiana, Texas and Florida, you know, sort of what estimates look like in terms of, yeah, no problem, Sam, but in terms of like how many total folks need to be credentialed? So including pas, and NPS, how many payers, does each provider need to be enrolled with Sean? I think you gave like an initial estimate of like five or six, but just making sure we know that, you know, that rough ballpark number, and then also the hospital appointment side, like how many hospital appointments across providers are needed.
Jake Shubert (29:50) And then from there, Sam myself can start working on a proposal for you guys to review. Then if you guys wanted to see a demo of the platform as well, we could take a little bit of time and Sam can show you guys actually what the platform looks like, how the request process works. You guys are hopefully comfortable with what that looks like as well. Does that seem like helpful next steps or anything else that you guys wanted to cover?
Lisa Fahey (30:14) I think that’s helpful, Lisa, what are your, what are your thoughts? Not from my end. And I’ve been able to collect what we can of the older contracts and what we have. So I’ve got, you know, a folder with those, what I have access to, it’s just, we’ll need, you know, Sean’s data for all those licensing info and stuff. So, I think we’d be able to, once we present all our info to Boris, our boss, I think that’s where I have no other questions. Honestly, everything was reviewed. So, yeah, I guess, do you?
Jake Shubert (30:48) Do you guys want to set up another call for maybe later this week to sort of review some of those findings and just touch on any other questions that come up like from your internal conversations? Yeah, just, I’m happy to follow like whatever process is most helpful, for y’all’s evaluation. So, just trying to take your lead. I.
Lisa Fahey (31:07) can get the information. We’re gonna, we’re probably gonna send an email out to all the clinics to gather all those payer and hospital data, but I can get you, ivfmd’s info by, and it’s a day to start. And then maybe we can, work through email to coordinate that next appointment.
Lisa Fahey (31:28) I have a meeting that I need to drop to. We have that software implementation last week and then it’s part of that training for that. But, I can get our list out to you. Yeah.
Jake Shubert (31:40) Yeah, that’d be great. We can coordinate over email or, you know, find time later this week. That sounds great to me. Perfect. Cool. Thank you both. Perfect. Yeah, thank you. Thank you. Have a good day. Yeah, it was good to meet you.
Lisa Fahey (31:48) You too. Bye.