Transcript
Brendan Cherry (00:00) hey, good afternoon.
Patrick Chunn (00:04) Good afternoon. How are you?
Brendan Cherry (00:07) I’m doing very well. Thanks. How about yourself? Pretty good. Right on. And Patrick, are you based in Florida? I am excellent whereabouts.
Patrick Chunn (00:21) I’m in central Florida near Orlando.
Brendan Cherry (00:25) Okay. Right on. Yeah, I’m in Miami. I moved here about five years ago. I’m from Massachusetts originally lost the accent over the years, but, yeah, that’s amazing. Yeah, it comes out here and there, but, yeah, nice to meet you. Thanks for hopping on today.
Patrick Chunn (00:41) Yeah, sure. I lived in south Florida for many years. Where are you? Where are you at down there?
Brendan Cherry (00:49) Excuse me. I’m in the midtown area of Miami, and I’ve been here since I moved. It’s it seemed to have like come up quite a way since 20 21 and probably a lot before that. I guess it’s changed. Yeah, my wife is from here originally and so she’s seen all the changes you know, firsthand yeah, yeah.
Patrick Chunn (01:09) There’s been some changes that’s for sure.
Brendan Cherry (01:12) Indeed. Hi, Sam. How you doing? Hello? Good afternoon. How are you both doing today?
Patrick Chunn (01:19) Good. How are you?
Meghan Grchan (01:21) Good.
Brendan Cherry (01:23) Never better. Fresh shave, had a celsius energy drink. So, I’m feeling pretty good.
Meghan Grchan (01:29) I love.
Brendan Cherry (01:30) It. Yeah. And so, yeah, Patrick, I think we’re waiting for Megan and Aubrey. I, you know, we appreciate you joining as well. Did you have a chance to? I know we just met with them like Friday afternoon. Did you have a chance to link up with them at all and get some insights as to this call? Or would it be helpful to talk about that a bit?
Patrick Chunn (01:52) I have not.
Brendan Cherry (01:54) Okay. Well, excellent. While they’re while they’re joining? Yeah, we had an opportunity to meet with them on Friday. Are you familiar with medallion at all? Have you heard of our, heard of us before? Have some, you know, understanding of the kind of services we offer?
Patrick Chunn (02:08) No, who all did you meet with?
Brendan Cherry (02:12) I met, we met with Megan in Aubrey, Megan recon, I think is how you say her last name. It’s a unique spelling. Seems like there’s a vowel maybe missing where it should be in Aubrey bird gurchin. Yeah, gurchin. Excellent. All right. Thanks for the help there. Yeah. So, you know, medallion, we’re a software and services platform and in particular, we help healthcare organizations with provider operations specifically and typically around onboarding. And usually something like the headline results that we help our customer achieve are faster turnaround times for things like credentialing and, you know, payer enrollments and we also help existing, you know, sort of operational teams scale like oncoming volume without necessarily having to add headcount. And those are, you know, typically two of the big kind of like headline benefits that our customers see. And, you know, specifically with them, we had spent a decent amount of time discussing the… current like facility credentialing process and, you know, given the scaling growth, you know, ensuring the team is able to keep up with the large amounts of paperwork that allows them to work at the locations they’re meant to go to. It looks like Megan’s entering now.
Brendan Cherry (03:34) Hey, good afternoon, Megan.
Meghan Grchan (03:37) Hey there. How are you… ah?
Brendan Cherry (03:40) Never better. Like I was just telling Patrick and Sam, I have a, I just had a fresh celsius. So I’m feeling pretty good. Catch me at a good time. How about yourself?
Brendan Cherry (03:53) Oh, we might have lost you. Oh.
Meghan Grchan (03:54) Sorry. No, I’m here. So not used to zoom, apologies, doing good. Sorry, I’m a few minutes late and it looks like Aubrey’s not here yet.
Brendan Cherry (04:07) Yeah, no, it’s all well and good. These things happen. I’m sure you’re busy, we have a decent amount of time scheduled today, so we were just kind of catching Patrick up on the, you know, high level, what we were talking about a bit last week?
Meghan Grchan (04:19) Great.
Brendan Cherry (04:20) Yeah, yeah. And, you know, Megan, I’ll defer to you. Should we give Aubrey a minute or two to join before we kind of kick things off?
Patrick Chunn (04:33) She’s.
Meghan Grchan (04:33) actually presenting right now. So it looks like she’s stuck in another meeting. I think we can go ahead and get going. All right, right on. I can catch her up on anything she misses.
Brendan Cherry (04:44) Excellent. Cool. All right. Well, let me share my screen and we can jump into things. I guess I’d like to kind of get started. I was, you know, I think I wrote this but let me know if there’s some other things that you wish to cover that maybe isn’t included on today’s agenda, but, you know, following Friday, what you know, Sam and I wanted to do was kind of start by, you know, coming to understand the operational workflow in a little bit more detail and start to kind of like map out what the various processes look like, make sure we have a good understanding of that. And then with some of the time remaining, we can jump into a demo so you can actually see what the platform looks like. And we can jump in specifically to some of the workflows that we discussed that we will discuss today, and that we discussed on the last call.
Brendan Cherry (05:29) And like with the time remaining, I think from there, we can maybe iron out some of the next steps. But does that sound good to your end and anything in particular that you want us to make sure that we touch upon today?
Meghan Grchan (05:41) That sounds good. I think specifically, you know, around the facility, privilege options and functions and workflows that’s like our critical piece we want to look at. So I would say anything you can offer as flavor around that specifically would be great.
Brendan Cherry (06:01) Yeah, sure. Absolutely. So when we jump into the platform, we’ll be sure to cover that aspect. I know that was kind of like the main focus. Coolio. Well, let me share my screen and we can get started. Just give me one moment.
Brendan Cherry (06:23) I tend to run a lot of tabs. And Patrick, I know you’re just coming into this, but anything that would be helpful for you while we have you for a couple minutes?
Patrick Chunn (06:34) No, I think what you described for today’s, call makes sense.
Brendan Cherry (06:39) All right, right on. So I guess to get started, Megan, let me make sure we just understand a few things, right? But the psych health associates, it seems like that’s kind of where… you know, the main driver of looking into services like this. So just so we understand, is this something that you’re looking for spectrum medical partners more broadly? Or is it really meant to be focused on psych health associates?
Meghan Grchan (07:07) Yeah, we are really looking to make this an enterprise wide solution. So I would say while psych health associates is our biggest player, it’s not the only player, you know, I guess I would say in a timeline of a rollout psych health would go first but we are looking at a spectrum wide solution.
Brendan Cherry (07:30) Okay, excellent. And you know, just so that we kind of understand the, you know, what we’re looking to solve in greater detail. I think if I heard correctly, it sounded like you have about 120 of these applications in flight. You know, they’re each about 20 to 40 pages. And there’s a team of five that’s managing this process. So, I believe it was mentioned that the capacity is about 25 of these applications a week. So that would, you know, put you at about 100 at the month for how the team is performing today. And it sounds like one of the main things sort of like driving you to look into this. Is there’s maybe an increase in hiring and thus like the amount of applications are going up much more as part of that. One of the things I was curious about. And again just kind of distinguishing between spectrum and psych health, is this activity, you know, maybe the five or 10, you know, folks that are coming on per month. The amount of applications today, is this all concentrated in psych health? And then, you know, with some of these other organizations, you can kind of foresee these challenges coming down the line. Yeah.
Meghan Grchan (08:39) I would say all of the numbers that you’ve just gone over that we gave you were very specific to only psych health and not encompassing any of the other entity stuff. But again, psych health being the biggest, you know, it’s certainly percentage wise, the largest, but there is more behind that across the other entities that we have. Does that kind of answer your question? Yeah.
Brendan Cherry (09:02) And then I guess one of the other things is, you know, it sounded like Aubrey, maybe she’s part of a team of five or has a team of five. And are those folks very specific to psych health? Or are they covering spectrum altogether? They’re.
Meghan Grchan (09:15) specific to psych health. And I guess I would say there’s two of those five that do this full time, and the other three chip in some capacity and do a percentage in addition to other tasks. So it’s not five full time. It’s two full time plus a fraction of those other three. And those are specifically dedicated to psych health.
Brendan Cherry (09:35) Okay. And so the other three, the two folks go in kind of full time at this sort of workload and the other three are helping in. And so I’d imagine if this kind of growth you’re discussing, you know, that may be taking up more of their time than it otherwise did exactly. Yes. Got it. Hey Brendan.
Samantha Bouchard (09:52) Sorry, can I just ask a clarifying question? Yeah, by all means, Megan, so it sounds like you have other areas of the business that are doing these hospital applications for facilities? Are those still like managed in the same tool? And then they just have separate teams. Is that kind of what I’m hearing?
Meghan Grchan (10:11) Yes. Yeah. Okay. And a point of clarity, most of this is a post acute facility application or an acute Rehab, but very few hospitals that we’re working with as much anymore. And so we find that’s an extra added layer of difficulty. The hospital application process is typically fairly clean although it takes longer. They have stronger parameters. You know, you typically have like an mec and a board meeting schedule and you can really kind of plan around that. None of that is anywhere in Aubrey’s purview, they do not do any hospital stuff. It is all post acute facilities. And so in that, it’s you know, key contacts and local pushes and, you know, begging for favors and that kind of thing. It actually seems like a bigger struggle. So I just wanted to just be very clear on that piece. The hospital thing is waning and not actually our real area of concern. But Samantha, everybody today across our entities kind of does this manually in the same way Aubrey explained. So we’re using excel, we’re using modio and we’re you know, hand typing applications, sending stuff out through DocuSign for signature, that type of thing.
Samantha Bouchard (11:25) Okay. And do you happen to know like the sense of like other staff members that you have working on this and other entities? Just so Brendan and I have like the full picture.
Meghan Grchan (11:36) So I would say two more full time people and.
Meghan Grchan (11:45) Four more people that I would say do it 50 percent of their time. So we’ll call that, you know, four more full time, right? Yeah.
Samantha Bouchard (11:58) Got it. Okay. Yeah. And sometimes you might hear us call it hospital applications. I’m going to do my best to say partner applications, it’s the same service that we offer, but sometimes we just kind of internally, we’ll call it more of the hospital apps, but I appreciate you clarifying that. So, yeah, we’ll refer to this service as our partner application just for clarity. Okay?
Meghan Grchan (12:23) Thanks. Appreciate that. Yeah.
Brendan Cherry (12:26) That’s helpful, even, you know, terms like credentialing can mean a couple different things to other folks. So it’s always helpful to get some clarity that we’re speaking the same language. One of the other things that had come up that I just wanted to ask about a bit. So on the last call, there was mentioned of a 30 day turnaround target for these new, you know, partners. You know, I was curious, you know, what was driving that? Is this kind of like an internal SLA, like best practices things that you would adhere to? Or is there something else that’s driving the 30 day turnaround target with these applications?
Meghan Grchan (13:01) So, Aubrey… typically says that when she gets put into a new building which is what she’s focused on, right? Is the growth of course. And so when they get a new building, you know, a new partnership with a facility, they typically want them to start having patients, you know, seeing patients there within 30 days. So that’s really where her 30 day number comes in. Beyond that, there’s nothing holding us to that other than just wanting people in sooner than later. But she speaks on the 30 day thing because if a building came to her today and said we want you here and you’re going to have to be here by like may twentieth. So she has to find and hire and get somebody in the door within 30 days because that might be in a place where she has no current providers, right? We see people all over the state. She’s moving into more rural areas. So it’s not like we just have somebody ready to go that we can toss into that new place necessarily. So that’s where her 30 day number comes from.
Brendan Cherry (14:02) Okay. Interesting.
Samantha Bouchard (14:04) Sorry. Go ahead, Brandon. No, go right ahead. Oh, just in that regard, I mean, that seems like a really tight turnaround time just because then they’re taking their time to process the application, which is part of what you need, right? To be able for them to practice there.
Meghan Grchan (14:22) Yeah, it’s also though if she, you know, part of the struggle is and this is not anything that you guys could solve for is if that is like surprise 30 days and this is a new area. You have to add recruiting time into that which can be quick, but it also can be very… slow. And so I think, you know, there is an aspect to her 30 day thing that’s like that’s ideal state that’s like if everything lines up, we might have a pipeline, right? Or we have a great recruiter that keeps a good pipeline. But again, that’s a target we can’t always hit for several reasons. The other thing is, you know, even just organically within our system here at spectrum, we have gates that we have to meet, right? So I can tell you my it team requires two weeks to get equipment in and set up and sometimes shipped off to where it needs to go. So we have kind of these other windows that we can’t solve for the 30 day thing in its entirety. So I just, yes laying all that out there. It’s ideal. But it’s really hard for us to meet that no matter who you look at to help us meet that. So I don’t anticipate a software of any kind or a solution like this. You could certainly chop off some time, right? But there are certain things that have to happen and take time to happen. So I don’t you know, I think that window could be two to three weeks. But again, then we’re at the mercy like you just said of the facility, right? So there’s only so much we can do on that facility side to make things happen faster.
Samantha Bouchard (15:52) Yeah. Like if they wanted to grant like emergency privileges or something.
Meghan Grchan (15:56) Like that, right? And some of them won’t even do that, right? Like some will, but some won’t even go that route or they’ll let us do it once a year and not constantly. And so it’s just we’re at their mercy quite a bit. And that’s why I mentioned earlier. So like hospitals just are so much easier. And so when we talk about it, it’s just a different animal, right? But we really find these nuances on the post acute facility. Snfs and rehabs is so much more difficult because they can kind of make their own rules. Yeah. And then they sell off tomorrow to a different, you know, place. And then it’s the rules have changed that’s a struggle too, right? They get a whole new management company. And what we did yesterday changes today. So that’s the struggle.
Brendan Cherry (16:44) Yeah. And I would say like I guess to kind of sum this up is like, you know, obviously underneath all of this the, you know, faster you can get people, you know, billable in these partner locations. Obviously, the more revenue. And within that, there’s a number of challenges like whether you look at three days or whatever the SLA may be for you all, there’s things like recruiting. There’s things like the it setup and, you know, sort of the supply pipeline to get everyone what they need. But in the particular area we’re focusing on is, you know, how do you take an increasing number of providers coming in that each come with, you know, 40 pages worth of applications and, you know, you have the data on the providers and you have a team doing this today that’s about at capacity. I think the challenge if I were to kind of sum it up properly is, you know, can you leverage new technology like AI to take a lot of the manual lift out of that application fulfillment and ensure that there’s a, you know, data quality such that you’re not running into errors where the applications get kicked back or denied? Is that a pretty fair summary as far as what we’re looking at?
Meghan Grchan (17:51) Yeah, I think so. Absolutely.
Brendan Cherry (17:54) Excellent. So that is the kind of thing that we can look at today and, you know, from our perspective, you know, what we do is and you can see here just sort of some of the headlines. But what medallion typically is doing for customers is centralizing that provider data layer. It sounds like you have modio doing this for you today. It’s just, you know, to use the term I think I heard last week is it’s sort of two dimensional. So what aside from getting all the provider data put together? Is then how do you take action on it to automate things like credentialing, privileging? You know, potentially payer enrollment and licensing that may be more of an expansion opportunity or something we look at down the line. But suffice to say this is what we’re doing very well today for a lot of our customers. And so what I think we can look at, we talked about some of these challenges. I think what we want to double click is looking at these workflows today. And then, you know, we can jump into a bit of a demonstration. I know I sent this, you know, following the call but it sounded like from our conversation on Friday, these are the three sort of concurrent parallel tracks that all kick off at once. There’s sort of the HR and onboarding piece. It sounded like there was one person. I believe it was mentioned. It was Connie that was doing all the payer enrollments across spectrum. And then there’s the facility privileging which, you know, Aubrey and her team are managing… or one entity, but it sounds like there are other teams doing that for the other entities within spectrum, I guess before going a little bit further into this, you know, I just wanted to kind of get your feedback on this. Megan. Does this look, you know, fairly accurate? Or is there any nuance within this sort of workflow outline that you think would be helpful for us to understand as we kind of head into a demo and get more specific as to, you know, where we might see some impact?
Meghan Grchan (19:38) I think this looks really good, you know, for Aubrey’s you know, specific situation which it would almost be like that bottom red part would just kind of swap out depending on which entity, right? So, yeah, I think overall that this is good.
Brendan Cherry (19:56) Excellent. Well, I’m glad I was, I’m glad I was able to get that together reasonably well. All right. And then Sam, do you have any questions about the current workflow today? Or any nuance that might be helpful for you to understand? I.
Samantha Bouchard (20:14) Don’t think so. I definitely want the demo Megan to be very collaborative. So I’ll kind of talk through my plan. And if there’s anything you want to rearrange or areas you want to dig into, we can certainly double click there. So this has been super helpful. Thanks for the additional context.
Brendan Cherry (20:32) Awesome. Yeah. And then maybe, you know, one thing for you, Patrick, and I know maybe the conversation may be somewhat new to you. I think on the last call that Aubrey had brought up, you know, the longer these sort of things take, the more delay there is to, you know, revenue. And when providers can start billing, I’m curious if there are any metrics that you’re tracking at your level that may surface some of these insights like whether it’s you know, payer enrollment timelines, getting providers, these, you know, privileges for these different locations, anything that’s coming up to your level that might be interesting for us to double click on?
Meghan Grchan (21:10) I mean, I, it’s.
Patrick Chunn (21:12) the revenue side and not only is it revenue, but on a new facility, there’s initial encounters and they carry a heavier weight and higher reimbursement. So, I know they’re busily adding new facilities. So the faster we can get in there and start to provide services, the more of a, you know, the better the financial impact is going to be to us.
Brendan Cherry (21:39) Excellent. Yeah. And you had mentioned the, forgive me if I misheard the first encounter carries more weight. Can you tell us a little bit more about that? It’s something I’ve heard before though I’m relatively new here. Sam may be, may hear this all the time.
Patrick Chunn (21:54) Yeah, it’s not unlike, I mean healthcare generally in that first encounter. Even with your primary care doctor, they’re going to get reimbursed for that initial encounter, more than they’re going to get reimbursed on the follow up and some of it’s time based, but there’s other elements that go into that. And so for us, there’s a substantial spread between what we’re paid for an initial and what we’re paid for the follow ups.
Brendan Cherry (22:21) Got it. Okay. That makes sense. I see what you’re saying. And in terms of, you know, how we typically work with customers as part of the, you know, evaluation and in some ways putting the cart ahead of the horse here a bit. But a lot of times we like to look at like a financial impact of what something like medallion could provide.
Brendan Cherry (22:41) And typically, it’s coming like comparing opex, in this case, like the headcount that may be required to deal with the increased number of activities like enrollments and privileges and so on. And the other aspect that we look at is, you know, timelines for payer enrollment. So, you know, broadly speaking when we work with customers, oftentimes we see payer enrollments, you know, I think on average, it’s anywhere between 90 and 120 days to get a new provider enrolled with, you know, the array of payers they may work with. And again, broadly speaking, on average, we bring those timelines down to about 54 days. Is this something you’re measuring across the payer landscape today as well?
Patrick Chunn (23:28) We’ve got, I don’t know that we have that particular metric in place but, you know, look to us, it’s we’re not scalable.
Patrick Chunn (23:39) We’re heavily manual, way too many excel functions. How do we find a solution that helps us scale better? And how do they do it? And what’s the price point? Sure.
Brendan Cherry (23:51) That’s a perfect summary. And Sam can probably attest to this. We use a lot of excel here at medallion as well. So I’ve been, I personally have been even in my own life trying to leverage cloud and different AI systems and cut down on the amount of excel work we have to do? So, I think everyone’s kind of feeling that now, Sam, is there anything else that might be helpful for you before we kind of kick off a demo? Any last questions or anything you want to be mindful of? Or should I switch up screens now?
Samantha Bouchard (24:23) I don’t think so. Yeah, I can go ahead and take over the screen share. Okay, excellent… Megan, Patrick, can you see my screen? Yep. Yes, awesome. And Megan, we can definitely send over a recording of this too for Aubrey because I know this is something she’ll definitely want to see or we can, you know, spend time, grab another 30 minutes and dive into like just the platform piece with her too. I, as I mentioned, want this to be conversational. Please ask questions, Megan. I know you know this really strongly from the PE side and then have a really good handle on it from some of the work that’s falling to Aubrey’s plate. But yeah, definitely chime in. I’ll ask some questions of you all and really just try to keep this high level but give you enough detail so you really can see the impact that medallion’s running. So as Brendan’s mentioned, we are end to end, right? And so what this means is we really look to you to own the strategy. We own the execution. So today you’re using modio which is more of a self service tool, kind of getting you half the way there. But you’re either having to scale with staff rather than scale with kind of tech and automation. And so really going to highlight where medallion is different and how we can really help you streamline your hospital or partner applications as a priority. But also how in that same breath, we can get those payer enrollment applications kicked off and out the door too, which I think Megan is just really going to solve some of these challenges with these different business units that you have working on these various flows and really bring everything into to one central platform.
Brendan Cherry (26:16) So good catch on the hospital application piece. Yeah, that’s how.
Samantha Bouchard (26:20) I appreciate it and noted. Awesome. So what you’re managing today high volumes across lots of facilities, you have these really tight timelines. So looking to get these out the door as quick as possible and then lots of parallel work streams when it comes to onboarding payer enrollment partner applications, et cetera. And so what we really want to focus on and what I hope you take away from the demo today is, you know, how we can get your providers into facilities and with payers faster with less manual work and without adding headcount and ultimately more visibility. So what you’re seeing here is our provider data management solution probably looks pretty similar to modio, it’s going to have a provider profile for every single provider in your organization. And then we do kind of roll up the data storage into three layers. The reason I just talk quickly about the data architecture is as you all know, data architecture and how quickly and how you’re storing the data is key to how you can do these downstream functions. And so medallion has been built by the ground up. And so we really have optimized our data architecture into three layers. We have the tin, we have the practice locations or facilities with that npi. And then we roll all of that down into the providers that are associated with those locations. And so just with a couple of clicks, you can really kind of get that full visibility into how all of your providers really roll up in your organization. And Megan, one thing that we might look at just with the size of spectrum is we have a couple of different ways we can kind of manage your subunits. We have teams. So what this means is we can kind of associate the data to, you know, the, you know, Aubrey’s group, your group, et cetera. But we also have the ability to create like individual instances as well and kind of roll those up. So as we kind of continue discussions, one thing we’ll definitely dig into is like what data structure really makes the most sense for spectrum?
Meghan Grchan (28:47) Love that. Awesome.
Samantha Bouchard (28:49) So I’ll pause here. Is this very similar to like modio, anything different? That kind of jumps out at you based on like the visibility that you have today just from a data structure? No?
Meghan Grchan (29:02) It looks, you know, data wise, very similar, straightforward, no questions. Okay. Where do you, where do you store your data? Is it all domestic or do you store internationally?
Samantha Bouchard (29:15) It’s all domestic. Yeah, we have a whole link Patrick on all of like our it structure data. We’ll get that over to you after the call. You can kind of take a look.
Brendan Cherry (29:28) Okay. Awesome. And maybe one, hey, Aubrey, how are you?
Samantha Bouchard (29:33) Yes, Aubrey, just in time. Great. Did you guys finish? And you’re just here for just kidding. Yeah.
Brendan Cherry (29:40) We’re just wrapping up?
Samantha Bouchard (29:43) Sorry, I have orientation.
Meghan Grchan (29:44) Today, so.
Samantha Bouchard (29:45) It’s been fun totally, thanks.
Brendan Cherry (29:49) For hopping on and Aubrey or Megan, maybe this is a good question for you all. But I believe last time we spoke a little bit about the caqh management and attestation. Is that something that one of the five members of your team are handling today, Aubrey? And what does that look like for you all?
Meghan Grchan (30:06) Connie does that for everyone?
Brendan Cherry (30:09) Oh, Connie, does that across spectrum?
Meghan Grchan (30:11) Yeah. So when our HR team does onboarding, we request their caqh login and password, we put that in modio, and then we maintain that for the ones that give us access to it. And if they don’t they’re responsible to make those updates themselves.
Samantha Bouchard (30:27) Awesome. Okay. Yeah, we’ll touch on that with our caqh integration. So perfect. Let’s dive in. So you’re at the you’re coming in at the perfect moment. So we’re really looking at, you have a net new provider. We’re going to invite them to the platform. What happens next? So as an administrator for spectrum, you would come in select, add in five pieces of information about the provider, invite them to the platform. From here. They’re going to get a welcome email. This can be branded to you all customized with your typical onboarding time. Your onboarding language, really make it feel like it’s coming from your organization. And then from there, we’re going to take the provider through a custom onboarding flow. This is a demo environment. So it looks like it’s having a little bit of a load lag here. Let me pull this up separately. Sorry about this.
Brendan Cherry (31:37) You always have the load lags when you’re live?
Samantha Bouchard (31:39) Of course, that’s just, you know?
Meghan Grchan (31:41) It’s.
Samantha Bouchard (31:43) got to be a Monday and got to keep me on my toes here, maybe.
Brendan Cherry (31:50) One other question about the caqh piece too? Do you ever ask your providers to log in and update? I mean, it sounds like maybe the answer is no, if some aren’t even giving you the information, but is that their responsibilities if they?
Meghan Grchan (32:04) Give us their username and password. We will go in and attest and make sure the documents and all the things in there stay up to date as necessary. But we do have providers who don’t want to share that information with us. And so we do tell them that is their responsibility then to maintain it. So we’ll still get alerts and stuff. Obviously, you know, if we get denials or anything like that, but that’s typically our 10 99 staff that don’t want us to have access to that, and that’s fine. So then when something is due or we get new malpractice, certs, we do a big thing to get to them. You have to go upload this, please go maintain it, you know, that kind of thing. Does that, does that answer your question Brendan?
Brendan Cherry (32:43) Yes, absolutely. OK.
Samantha Bouchard (32:46) Awesome. Great. Well, thank you for bearing with me. So once they receive their welcome email, they’re going to be brought through a customized onboarding flow. And this is where that caqh integration that Medellin has really comes into play and allows providers to kickstart their profile. So we are able to import up to 70 percent of the data that we need for a profile from caqh. And the way we do this is just with a few basic pieces of information. So that username and password, great that you guys receive it. Definitely something that’s important to have. But sometimes we find that it can, the reset of the password can be difficult. Another administrator owned it, things like that. And so with our integration, we’re the only one in the space that only requires the caqh id which is typically like a lot easier to find. And so with these three pieces of information, we can import up to 70 percent of the data. We also have a resume option as well. So after they do this, they could also upload their resume if they wanted to kind of fill in any gaps. We have RPA technology or if they didn’t have a caqh profile, but ultimately are recommended and most utilized would be the caqh integration. And essentially, we find that once they sync their data, we are able to streamline that onboarding flow to an average of two business days. And so this is what the provider’s portal looks like. Where essentially we’re pulling in all this information, we ask them to log in, fill in any gaps. But administrators also have access to fill these gaps in as well. And then they just sign in a test that the information in their profile is accurate. One area where medallion’s different is our caqh integration’s bi directional. And so where this really would come into play, Megan for your team member that’s kind of doing those updates is medallion becomes a source of truth, and then any information that gets added to medallion can get pushed into caqh. So that there’s parity with those updates, it doesn’t have to be entered twice. And then ultimately, we take over those attestations as well those quarterly attestations. So maintaining that for your entire provider base. Great.
Brendan Cherry (35:25) Awesome. Yeah. And I would just add too, I think the headline here is like the faster we can get data in, the faster then we can take action on it. And so all of these, you know, everything we’ve walked through is meant to get all the data in quickly and accurately and then present the provider with like a minimal amount of information they may need to fill out themselves, where we just can’t get the data from, any place else. And once that’s complete, we have what we need to then start to take, you know, further action. And it makes the experience a little bit nicer for providers typically is what we hear.
Samantha Bouchard (35:57) Awesome. How just kind of curious, like how does that experience kind of compare to your current experience today?
Meghan Grchan (36:09) The two days, you mean as far as like having all the info within two days that?
Samantha Bouchard (36:14) And just kind of like that flow. I’m not super familiar with modio, if they have their own profile, if there’s email exchanges, like just the ability to kind of collect that data, and streamline that. Yeah.
Meghan Grchan (36:29) It’s similar. But again, I would say two dimensional on the other side. So we have to prompt a lot of that ourselves. Like the system’s not helping us do that. And, you know, timing wise, I think it’s just dependent upon how responsive that provider is, you know, cause, we can certainly, we do have people that get all the information, and this back to us. And we have this level of detail within two days. But we have a lot that are like piecemealing, you know, here and there over several days or even, you know, in some instances, weeks as they find things and sort of get them in. So, you know, similar and in a perfect world, this would be, you know, seems much better, much more automated.
Samantha Bouchard (37:14) Awesome. Thanks for sharing that. Yeah, great. Have you?
Meghan Grchan (37:18) Ever migrated? One of your clients that was on modio?
Samantha Bouchard (37:23) Yes, we have, and actually, I came over from our implementation team, Patrick and our most seamless implementations actually come from modio, they store their data in like a pretty basic way. I believe Megan, you can go to them and say, I want a data export and like these columns and that’s like a request that I’ve had customers make in the past and they can almost export it like directly into the format that we ingest. Have you ever made a data request from them? We?
Meghan Grchan (37:57) Haven’t had to because honestly, they have so much, they have several reporting options. Not pretty, right? But you can pull so many reports out of modio into a CSV file. I’ve not had to make that kind of request because I’ve always been able to find something, you know, there that, yeah, so I could see that they would have, you know, a bigger, you know, all of it together in one sort of file, right? But they’re very basic CSV export simple. Yeah.
Samantha Bouchard (38:27) And our template is pretty simple too, so that’s something we can get over to you all just so you can get eyes on. But essentially that migration of your existing provider data, we can take that in the import. But the other great thing is if we have the caqh id, social security number and last name on all of your existing providers, what we can do is run that caqh import in bulk as well. And that tends to take like a huge amount of the data load. And then we can kind of supplement it with the import template, Patrick. So we kind of see we’ll make like a custom implementation plan for you. All that would make the most sense?
Patrick Chunn (39:09) What’s your implementation timeline typically with a client that’s using modio… so.
Samantha Bouchard (39:18) We quote eight to 12 weeks for our standard implementation timeline. But all of that is very heavily reliant on data. So what we like to do is send that import template over in the sales process. Megan and I would kind of work on like what that plan looks like. If you all have that data template to us on day one, we can get that in the system and get you all up and running. I had a modio implementation six weeks… however that’s very dependent on the data and the cleanliness. But that would be the migration piece where we see you really being effective is the net new providers. So everything that… you all are dealing with is like getting these applications out. We can start to see value and take some of that work off in as soon as three to four weeks for those net new providers?
Samantha Bouchard (40:21) Any follow up questions on that, Patrick, or was that helpful? What do?
Patrick Chunn (40:26) Your tracking tools look like? Are the users able to go in and see where they’re at in detail in summary fashion by geography by facility or what does some of those tools look like? Yeah.
Samantha Bouchard (40:43) That’s a great question. We can pivot here to our analytics. So from a high level, this analytics would be really available to, we have unlimited administrative seats in our platform. So you all would have access there. And then we do have like that provider profile that we were looking at really gives the providers kind of insight to some of these things as well. But essentially, with our dashboards, we are going to focus on volume and turnaround time at a high level. If there’s any reporting that you’re looking for or like running regularly from our report builder down here, which sounds like very similar to what modio can do as far as like extracting data. We would want to build that for you in a custom view. And so that would really relate to the market coverage who’s enrolled, where do you guys want to expand to give you that level of data? We definitely have those dashboards built specifically for customers and I could white label that and give you a sample of what that looks like. But essentially, we want executives like you all to be able to kind of come in here, get a pulse where things are volume turnaround time, what’s being completed? Are there any bottlenecks? What does that transition time look like? Ultimately? So you understand when is this revenue coming in? How much are we shortening those timelines? And just ultimately better plan for when you can kind of expect those claims to be able to go out, start to see their revenue overall. Oh, sorry. Go ahead. Who’s.
Patrick Chunn (42:25) responsible for? Let’s say you got a stuck with either a facility or a payer who’s responsible for reaching out and trying to unclog whatever that stuck is. Yeah.
Samantha Bouchard (42:39) That’s a great question. So I think let’s pivot into the we’ll start with the hospital applications because I know that is like super top of mind. And then we’ll look at payer enrollment and we can kind of dig into, you know, if there is a task or something that comes out of that, what that really looks like to an administrator as well as to the provider. So essentially, once you invite the provider to the platform, what your team can do almost instantaneously after that is go ahead and make the request. We’re not going to be able to process the request until we have that completed profile. But this way essentially once that profile gets completed, boom those like requests are out the door. So you can kind of do all of this in one fell swoop which is typically what we recommend. But I think, you know, as you go through training, you’ll find like what makes the most sense for your business. But essentially, so Aubrey, this is the area of the platform that hopefully will make, you know, really light up and start to see some of the value where we can kind of take some of these really heavy applications in that post acute space off your plate. So essentially your team, we look to you to own the strategy. We’re going to own the execution. And so what essentially happens is you would say new initial appointment, you would select the provider you’re looking to appoint. And then this is where we’re going to have all of your partners listed. So all of those post acute facilities during implementation, we’re going to work with you all to get those, you know, partner the information stood up if you have the process for what that looks like today, we’ll get that built into the system. If you don’t we’ll do the research to get that loaded in. But essentially we’re going to take over the maintenance of the process for you all. So Aubrey had mentioned like in Megan today too, like these processes can change. They’re finding out about it after the fact that can be pretty burdensome. And so essentially, we’re going to own that maintenance now rather than your team. So you would select the entity that you’re looking for. And then if there are any specific forms that are required… like the dop forms or like the privileges would appear here. So you would select those hit submit and then that’s really where your work ends and we’re going to take that over. Yeah.
Aubry Baird (45:23) Go ahead question. Sorry. So the only thing that with like the full automation that I’m just starting to understand is this is going to help so much with like the process and the applications. But my concern would be if I’m automating everything. I’m still going to have somebody internal following up with these accounts because this is, I mean it’s a people facing credentialing department and the facilities. So I guess I just want to know from a cost perspective too. Like I’m going to still have to have that staff with the follow up and managing those accounts or have you guys seen this work and how you’re communicating to the nursing homes and getting PCC approved? I’m just that’s a big that’s like for me that’s like a big thing with my process and my system. So I’m just curious about that. Yeah.
Samantha Bouchard (46:16) No, absolutely. So we would take on after we submit the partner application, we would do the follow up with those partners to ensure that like you’re getting those privileges awarded, if anything comes up, that like we’re blocked on or need your attention, we would create a task associated with that individual line item which would appear. Let me see. I think we might have an example here. So we’d create that task. So you kind of have visibility into like if anything else is needed and all of those tasks do summarize into this task tab as well. But ultimately, like we’ll work with you to understand like what that follow up cadence would look like. And we would take that on your behalf as well for both the partners as well as the payor enrollments as well until they achieve that par status.
Aubry Baird (47:23) Do you guys have any type of like because I find that I have to pull like this, my CEO is dr Vega DNP, sometimes I have to pull like I’m talking to dr Vega. Can you help approve this? Can you escalate this? Like, is it like somebody you outsource from a different country who’s doing the follow up? Like is it I’m just trying to understand and look at like the success rates, of communication as we get sometimes like nowhere. So I’m just wondering how you guys get somewhere. And then if you’re not getting somewhere, I’m just going to have to go in and look at the task sheet. I’m just trying to understand like the workflow of that a little bit more.
Samantha Bouchard (48:03) Yeah, no, absolutely. Can you just dive into that a little bit more Aubrey like what this is like, you’ve sent the application, they have everything, and then you’re getting a provider involved for the approval process or what is that the scenario you’re referring to? Yeah.
Aubry Baird (48:21) So typically with the nursing home, so, we try to keep track of who the medical records person is at the facility. However sometimes at each facility, that credentialing person is a different department. Sometimes it’s the admission director who’s overseeing like the initiation of a new provider because they have the packet. Once the packet’s done, it’s going to medical records 50 percent of the time. It could be human resources who’s doing the new application of providers because they’re doing the background of that provider on their side. And then they’re putting the provider in PCC. So we try our best by facility to keep track of that facility contact list. I mean, we’re reliant on a human right to kind of upkeep… with that information of who our best point of contact is. So once we’ve done our part with the application sending documents, we pretty much every week follow up with that facility with that rep to get a response, one that they’ve received the application two if they have any questions, if anything’s missing. And then we’re establishing within that initial communication, the provider start date or when we need that by. So honestly, almost every week, I have my staff following up on those facilities and let’s just say we’ve submitted in a week. I don’t get a response. Typically by week two, I need to escalate, right? Because it’s going to at least take two to three weeks for that provider to get fully credentialed and processed in the facility. So almost every week I have somebody that’s following up on that, and that’s where, you know, like when I have 120 applications that’s a lot of follow up for somebody, right? So I just don’t know if your system’s going to help me be more successful with your human that you have in that aspect of facility credentialing. I think that’s the biggest pain point is that we’re reliant on that contact at the facility who may get fired, may leave, may get cut early for the day, right? So those are just those things that nobody can really plan for. But we have to be like managing from a people standpoint that. So I just don’t know if you’ve had a client similar to us that has those struggles with the nursing home. And I mean, for us, you know, we just have that new acquisition with 90 more buildings, 80 more therapists. So it just, it can get really tedious, right? It’s just managing the follow up and staying on top of each. Application. And then, at some point, you know, by week two, you know, I’m escalating to dr Vega, hey, dr Vega or hey, dr. Kotler. I’m getting no response from this facility. Can you contact the VP of the business to see if they can help escalate? Because I mean, I had one facility that told me they only credential it takes 120 days to credential new providers and she’s just being lazy. She’s not trying to credential anybody. So we kind of go as so those would be like unique things that you guys probably don’t have the logistics built for. But yet, like we understand our business, we understand the relationship with the nursing home. So I guess that would just be my concern with like automation is just, how do we get that refined or how do we customize that specific to our business needs? I think Megan you could probably chime in too with that part of the facility credentialing that it’s just really a struggle. Yeah.
Brendan Cherry (51:54) I think if I hear you correctly, I mean there’s like an aspect of this that is sort of black and white. It’s like are the applications correct? Does the data match? And then there’s like sort of a human element to this? Like how is your team sort of negotiating with the folks to, you know, make sure certain timelines are hit? Is that right?
Meghan Grchan (52:10) Yep. I would say what Aubrey said is correct. And kind of what I was alluding to earlier when I kind of went on a thing about hospital versus the other side of it is. Yeah, so much of this is going to be out of our control. And so what does that look like on you guys’ side? As far as, you know, once the application is submitted, like what’s the actions happening on the backside?
Samantha Bouchard (52:33) Yeah, no, great question. So we’re going to, I think just even thinking so… like you said, like there’s a human component, there’s a tech component right now. You have a lot of humans in the loop. And so with medallion streamlining the data collection up front, then we’re going to have all of your forms for these applications stored in the system. They’re going to be mapped. So… by the time that you make that request, right? We’re going to be able to populate that we’re going to have if there are additional documentations that are flagged that we don’t have we’re going to flag that instantaneously, right? And so that’s ultimately, you know, getting those applications out the door quicker, Aubrey than your team is able to do it today. And then without that scale barrier, right? So if all of these applications, you submit 50 on the same day, right? Medallion has the operational team to be able to flex with your business, whereas in your case, your timelines are either going to get pulled or you look to bring in some of these point five people from other teams to kind of help as those volumes increase. So if we think about it from that perspective, you know, ultimately we’re getting these applications out the door quicker with the use of our technology and, you know, the scale that we have on our side. And then the second piece of that is maintaining those contacts. What we’ll do during implementation is we’ll take whatever you have, but otherwise we’ll work to identify those as we make requests and we make outreaches. All of that is going to appear in the notes section. So Aubrey, you’re going to have complete visibility into every single step that we have taken on that application. When we’re following up, we like to set the cadence according to your preference for the follow up because sometimes, you know, we’ve had prospects or clients where, you know, their partners are, really sensitive and they don’t necessarily want somebody else reaching out. And so we’ve kind of made custom arrangements with those or set like an approved cadence. So we would work with you to understand, okay, it sounds like you want a weekly cadence or for that information, but essentially, like from a tracking perspective, if there is a need that you all would need to interfere on. Like with your medical director, we would still look to you all to kind of to flag that, right? Like we’re not going to have that ability to kind of get around like whatever the partner process is. But I think like having everything in one place, knowing when the app was submitted, seeing all the notes, right? Is going to allow you all to kind of manage that much easier.
Brendan Cherry (55:32) Okay. Got it. Yeah. I know we’re coming up on time but I think maybe some of the idea will be like the service will be able to collect data, quickly, take action on it, quickly, get that out the door, do it accurately. And… that will free up time. And in conjunction with that, there will be some notes that we store around how to appropriately follow up with certain folks because we handle some of the, we handle these processes, end to end. Patrick to your question earlier, we can have reports on all of the things that we’re touching, whether they’re sort of like executive level reports around turnaround times or, you know, more operational tasking as to, you know, where something may be stuck either at like an admin level or a provider level. So, I know, you know, we covered some of these aspects today. I guess, you know, Patrick, Megan, Aubrey, is there anything that, you know, you feel like we should double click on in the next session? Just trying to think of what may be helpful in terms of like a follow up. And I have some thoughts but we wanted to see if there’s you know, more that you’re looking to see because I think today we really just discovered or kind of covered the data collection piece, a little bit of reporting and then a bit of a view on.
Samantha Bouchard (56:42) The application piece, partner apps. Yeah, we definitely didn’t get to the payr enrollment section which I would love, you know, for Megan to see that aspect. But yeah, definitely Aubrey… would love to hear. I think.
Aubry Baird (56:56) You guys kind of showed it before, but even if you could like send me like a snippet or like an example of like the different.
Samantha Bouchard (57:05) Apps and then.
Aubry Baird (57:06) like where they’re at. So that way like operationally, if I have like my designated person that can go in and provide like that high level update to my like to HR, to my staff or my scheduler just so we can see if we’re like on par for a new start date. If I’m trying to get a different. So, just like I don’t know because I’ve seen like that drop down, but I didn’t know if you guys had like a more visual way of like tracking that or if it exports to excel just so like very quickly because there’s going to be so many applications in there and I think to like scroll will be hard sometimes to like see. So I don’t know if there’s like a filter where I can look at like the most soon start dates and look at those first or look who’s the longest outstanding. It’s kind of how I organize myself now on my weekly credentialing call is looking at like who’s the most outstanding? Like why haven’t we gotten anything here? And then who’s my most at risk based on the soonest start date. So I didn’t know if like how that looks or what that looks like. Yeah.
Samantha Bouchard (58:04) Let me create a loom video for you that on that, to Aubrey to send over and kind of, yeah, that’s like a great use case example.
Aubry Baird (58:16) And I’ve got a new facility intro call like in two minutes, I’m going to have to jump off that one. I’m so sorry I missed some of.
Brendan Cherry (58:23) It, no, no worries. I have a great discussion. Yeah, I’m going to jump in a second or two. Perhaps Megan, Aubrey, can I maybe get in touch with you later today or tomorrow when you have a couple minutes and we can kind of figure out or discuss what might be helpful from next step’s perspective.
Meghan Grchan (58:42) That sounds great. Yeah, I know Aubrey’s tied up today. Feel free to reach out to me Brendan.
Brendan Cherry (58:47) Okay. Are you free this afternoon or is like tomorrow better? What works best for you? Megan? I.
Meghan Grchan (58:52) would say after three or before nine a. M tomorrow. If that’s fine with you?
Brendan Cherry (58:57) Sure. Excellent. All right. I’ll email you in a moment. I think everyone may have to jump. So I appreciate everyone’s time today and scheduling so quickly. We’ll get some information to you all in terms of follow up. And Megan, I’ll try to connect with you at the end of today or very early tomorrow.
Aubry Baird (59:13) Sounds good. I want that pizza. I want that pizza now, Brendan, I’m thinking of that huge pizza. Oh, yeah.
Brendan Cherry (59:18) That’s right? So, like that. I don’t know if the picture did it justice, but it was really like it was big it.
Samantha Bouchard (59:23) Was big. I.
Brendan Cherry (59:24) Couldn’t get it through the revolving door, yeah.
Aubry Baird (59:29) All right, guys. Have a good one. Thank you so much. Thanks for your time, thanks.
Brendan Cherry (59:32) Take care. Nice to meet you Patrick.