Webinar Recording: From Dumpster Fire to Data Goldmine

WEBINAR TRANSCRIPT

Welcome, everyone.

We're excited to have you join today's webinar to talk about AI powered technology, helping providers confidently navigate value based purchasing and at risk agreements.

So we're bringing together WorldView and Vivid Health to answer a critical question.

If you're thinking of taking on value based contracts and at risk agreements, where do you start from a tech perspective?

So I'm Chelsey Heil, head of marketing here at Worldview, and I'm joined today with Patrick Mobley, co-founder and CEO of Vivid Health. Welcome, Patrick.

Welcome. Thank you. Thanks for having me.

Yeah. Absolutely.

Alright.

So let's start by setting the stage a little bit. We all know that health care is moving towards value based models, but what does that mean for providers in real terms?

So these are just a few stats that kind of show how value based care continues to grow. So studies are showing that improved patient outcomes happen when we're reducing those unnecessary hospitalizations and health care focus health care costs by focusing on preventative care and early intervention.

So in twenty twenty four, fifty four percent of eligible Medicare beneficiaries were enrolled in Medicare Advantage Plans.

And this is really reflecting a growing preference for value based arrangements.

Additionally, value based purchasing models have shown a twenty five percent increase in reducing administration read oh my gosh. I can't talk today.

Readmission rates by up to twenty five percent.

And though that participation in those commercial and Medicare based value based models is being adopted at an increasing rate of about five to seven percent.

Yeah. And, you know, just to add a little color to that, I think probably a lot of the folks in the webinar know that dating back to twenty sixteen is when the value based purchasing began in the home health space.

And coming out of that, I think there were nine states that started it.

It resulted in a hundred and forty one million dollars in savings to Medicare. And so that really sort of lit the flame for, increased interest in this. And in in and, personally, on my background, I've run or been a part of well over a dozen ACOs. I also ran a large health plan.

And so and in my health plan role, it was largely not just running the health plan itself, but thinking through what these models would look like. How do you partner with whether it be a primary care clinic, a hospital system, or or even, home health and post acute care setting, to drive value, allow those organizations to share in the risk that the the insurance plan inherently holds and reward them for providing, better care. And I think we'll only see this continue to grow. I think it's gonna be a focus in the the post acute care space.

We're seeing it grow. It really kind of started largely in the primary care space, then grew to, to expand in twenty sixteen out to to post acute. And we're seeing a lot of growth in specialty care next and sort of the connectivity between specialty care and primary care. But, ultimately, especially when you drift towards specialty care, you're gonna start drifting even more into into to post acute as patients come out of the hospital, whether it be a cardiac issue, orthopedic issue, or or many, many others.

And so the importance of these programs is only gonna grow, especially as population ages. In fact, I believe Medicare has a target of, by twenty thirty, having one hundred percent of their, beneficiaries in a value based care program. And so a lot of focus, a lot of investment dollars, frankly, going into figuring out how to make this successful.

Yeah. Yeah. And I think that that goes right along with what we're talking about today. Right? So it continues to grow, but there are some, challenges that come along with making that shift. So what what do we see as the biggest hurdles to adopting this model, Patrick?

Yeah. So there's a lot of them. It's not easy, and it requires, you know, folks to be, you know, progressive and embrace change.

The the options of doing things the same are not gonna be there in the face of increase an increasing aging population, increasing cost, pressures on reimbursement, and and trying to be creative in how to how to solve for all those. And so one is incentive design. It's around what is how does the contract between the the post acute care organization and Medicare or an MA plan or even Medicaid or commercial in the few cases where where those contracts exist to incentivize that behavior behavior change. And it can be, you know, like HH, VBP is today, which sort of spreads the the contract design around OASIS best measures, claims based measures, and HCAHPS.

There's also, and it's a little bit more difficult, methods of building out, benchmarking. Like, what was your expense the year before, and how can you improve upon that expense for the following year? I like the way that they've they've split it. I'm sure that you could get into the details and and quibble about specific elements.

But, you know, taking into account what the patient says with CAHPS, what the claims say that are largely objective in terms of ED admissions and readmissions and ED and inpatient readmissions, but also the initial evaluation. So I think the intent there is to look through the entire episode of care. And, and so if you can create incentives that that where the the provider feels like they're being treated fairly, you're going to to get, more participation. And, of course, like, the carrot at the end of all that is a change in reimbursement structure.

In this case, the the change in reimbursement, bonus can, and will vary as the years go out. But, you know, five percent in twenty twenty five, new offers of seven seven percent as we move forward, and that's a lot of money to an individual home health agency.

I'll go faster all these others. But data fragmentation, the idea that, you know, I don't need to tell this group around, you know, a patient moves from the hospital to the home health setting, how you acquire that data.

We'll talk more about Vivid in a bit, but with the admin of, TEFCA and, care quality frameworks and QHANs, the ability to push and pull data and request data from, from all hospitals within a region is a a real difference maker, to creating sort of a holistic view of the patient. Risk adjustment models, if for those I think everyone probably knows this. This is more or less telling the, the Medicare, how sick your patients are and the conditions that they are in and properly coding to the to accurately reflect what, you know, their current state. And I think that, the models are changing. There's a new one called sort of nerdy, but it's called v v twenty eight, in the Medicare Medicare Advantage world and really trying to take highlight, you know, where maybe some organizations this is the Medicare's view, had taken advantage of that that model in the past.

Try to right size it a bit to be even more accurate than it was previously.

And it's really important for home health agencies and and others, hospice, and really the full post acute care gamut to understand what that means. And then lack of reporting and analytics.

You can't, make change if you don't know where you need to where the tweaks need to be made. And, and when you put these all together, if you've incentivized the the with a good contract design, for the providers to participate, you've solved for data fragmentation, you're accurately reflecting what the patient and how sick the patient actually is, then you're gonna be able then you're gonna need to be able to understand, like, where where further improvements can be made. And those all come out of reporting and analytics. And if they don't exist today, you're gonna have trouble succeeding in value based care.

Let's shift a little bit to the other side of that. So value based care often goes hand in hand with ARRIS agreements. But what exactly are these agreements, and how do they impact providers?

So ARRIS agreements require health care providers to take on that financial responsibility for patient outcomes.

If providers fail to meet the costs and quality benchmarks, they risk the financial penalties, whereas success, like we talked about, can lead to those shared savings. So these agreements incentivize proactive care management and preventative services to reduce hospitalizations and lower costs.

Managing these agreements effectively requires robust data analytics and automation to track those key performance indicators.

Yeah. And, you know, I I would say each one of I would look at each one of these as as levers to pull in either managing cost or developing your contract structure.

At the end of the day, I think everyone is uniquely aligned in that that, you know, if you can better manage your patients, if you can reduce readmissions, you deserve to be rewarded for it. And I don't think there's a lot of argument around that. I think when you, you know, get into how to actually do it, this is where I've spent years and years and years thinking through, you know, best practices.

What does success actually look like? How do you kind of look around the corner and see what the next problem is to solve? And and for us and and, again, we'll talk about Vivint a bit more in a in a second. But, it was around how can you, you know, check as many of these boxes as you can at scale without creating further burnout and without creating, you know, impacting your ability to retain your patients or or or retain your staff.

So if you think about, like, take chronic disease management, you know, most patients that are, referred into a post acute care setting have some sort of chronic disease.

Statistically, that's that's almost a certainty.

And so as more patients are are referred into home health agencies, your staff is only gonna be able to manage so many.

And, you know, what happens when a nurse goes from managing ten patients to twenty patients? Are they gonna burn out? Are you gonna give them tools to be successful? Because moving from ten to twenty means you're taking all the risk for those ten to twenty.

And if you're taking the the risk of the twenty, you've gotta be able to, effectively and feel confident that you're gonna be able to prevent hospitalization hospitalizations, readmissions, coordinate their care, and, ultimately, that flows into your medical loss ratio. And so, it's you know, what what tools are you putting at their fingertips in order to allow them to do that without feeling overwhelmed by just the constant change and the admin burden that comes with these these programs. And I think it's worth mentioning and not hiding from the fact that most value based care contracts come with some level of admin burden.

There's some level of reporting. There's some level of data gathering. There's some level of, you know, pressure to frankly, like, continually engage patients, that, that comes with each one of these contracts. Now the goal is to if you do all of those things and you do them well, you're motivated, and you you you get better results.

But you've gotta put the the tools in the hands of the the providers to make them successful.

And if you don't, it can swing the other way. I mean, we haven't said much about this, but there is especially as you get further down the risk, you know, path where it can negatively impact your performance, your financial, you know, performance of your organization. And so what are you gonna do? How are you you know, I think every, you know, every home health organization on this on this call, hospice sniff, and then swinging the other way to to specialty and primary care is asking, like, how do we do this? How do we succeed in a world of of rate, or reimbursement pressures? And, you know, what tools are available to maximize the the opportunities in front of us because it can be really, really financial financially beneficial to pull it off.

Exactly. So that leads us right into where to start. So where do you even start when it comes to the tech side of value based contracts and at risk agreements?

So from the oh, sorry, Patrick.

Yeah. You go.

We'll start with the WorldView. So, of course, we want to make sure that we are starting from a point of data centralization. So providers need a uniform a unified system to manage patient records, referrals, quarters, and documentation.

To eliminate those data silos is really essential.

And interoperability ensures that that that data exchange across EMRs, payers, care teams makes it easier to identify high risk patients and detect changes in their conditions in real time. And, furthermore, automating those workflows can reduce that admin burden that we were just talking about so that we can focus on the proactive interventions without having our staff burnout, which leads us then to the.

Yeah. So so when we a little bit about my background because I think it's important to to tell the story is I've managed or been a part of dozens and dozens and dozens. Sometimes even writing them myself, value based care contracts.

And, you know, when I started this company, I wanted to build a tool that I would have wanted when I was running those contracts. And the and it would take my nurses anywhere from one to four hours to call a patient, assess a patient, build a plan around the patient, follow-up.

And, and and the question in front of me was, like, what can we do to to leave the nurse or the care teams with nothing left to do but provide care and do it at scale?

And so we've built an entire end to end platform, that really starts at referral. And, frankly, that's what Worldview sets as as document documents flow into the Worldview system, they're passed along to us. And that really kicks off our workflow, which can start as early as the intake process where, you know, we have the OASIS, assessments built into our platform.

We we like to think of it as a distribution of work. Our goal is to set the start of care nurse, on second or third base before entering the home. So you can initiate, large frankly, large section of the OASIS before the nurse enters the home, take that data, push it through a large language model, create a care plan.

And then and then at the point where the nurse is entering the home, they have a tremendous amount of data already known about the patient, and they can validate, you know, while they're in the home what's actually been said so far, complete the OASIS form, and then and then move on to the next patient.

We've seen in our experience that that has reduced the the documentation time by greater than fifty percent, but we don't really stop there either.

You know, one of the things that we felt strongly about was that if we, if we're really good at this, if we're really removing the admin burden and the nurse can see one extra patient a day or maybe three extra patients a week or whatever it may be. We also wanted to continue the follow-up and continue the engagement with the patients.

And, and so we automate follow-up with the patients via, text or email or voice, and I'll I'll spend a second talking about voice in just a second.

But, so that the nurse doesn't have to pick up the phone every Tuesday or write a note in a piece of on a scrap piece of paper, like, you know, call Jane Doe next Wednesday at eleven AM. We're doing it all for them. And and if we do that right, we can stratify the patients. We can say, like, here are the twenty patients you're managing. Here are the three that have really indicated a need, and, and then here are the others that that have not indicated as such.

One of the cooler aspects of our platform is is the voice AI. Think of it as an employee for your organization that, never gets tired, can work all day long, work weekends, won't quit. Frankly, you don't have to pay benefits too, and, and can do everything from check-in on a patient to assess a patient to, intake scheduling, you name it. This is an this is sort of the unstoppable employee that, can can even further scale, the capabilities within your individual agency.

We see people every day just light up when they have an opportunity to call and speak with her. Her name is Sage.

And I, it sounds like I'm talking about a real person because it's, it really is like a real live interaction.

We did a call with her, and she's very, very real and very comforting.

Yeah.

Yeah. And so and then, you know, to take this back to to where we started on the impact of everything you see on the screen to to value based care purchasing, You know, you think about the three categories which are measured. So OASIS based. Well, I talked about how whether it's Sage, whether it's the intake team, whether we send out a text, whether we send out an email, there's a lot of varieties to acquire and understand more about that patient before you enter the door. And that's gonna impact the quality of your OASIS completion.

It's gonna allow you to be more targeted in your conversation when you enter the home. The care plan is gonna be reflective of, quite literally every, documented clinical case that that our LLM could get a hold of in order to to create its its knowledge base, and it's reflected in that care plan and something that's smart and tailored to that individual. Then you think about the claims based measures. Well, remember, we're following up with patients automatically. And so we when it comes to inpatient readmissions and ED readmissions, we're gonna be able to know whether that patient, is, is experiencing anxiety or concern around their health. And oftentimes, there's a lot of evidence based research to back this up.

Those sort of, you know, subjective measures and and evaluation of patients are more effective in predicting ED readmissions than any inpatient readmissions than any sort of RPM device or anything else you can give the patient. And then lastly, you're measured on HCAHPS. You're measured on, hey. On a scale of one to ten, how how happy are you with my service?

But what we've done is as part of that follow-up that I talked about, we ask the patient on a scale of one to ten, how are you doing? And, by doing that, it provides an early indicator. Let's say the patient says they're five. They're just sort of middle of the road in the way that they think that the the service is gone.

Well, you can get out of front in front of that and now met, talk to the patient and try to move that from a five to a nine or a ten before the actual age gaps goes out. So it gets you ahead of the curve, gives you an indicator of what you need to do, and really, you know, sets you up to maximize your opportunity within value based purchasing and get that reimbursement rate increase of five to seven percent.

So we've really tried to think through the entire episode and and give you tools at your fingertips. And as I said, as someone who's managed more of these contracts than I care to remember, these were the things that I wanted, when I was when I was in your position.

So let's talk about the real world impact. How are the how are organizations using WorldView and Vivid Health today to drive that financial and clinical success?

So on the WorldView side we see a ninety percent reduction in time spent processing documentation.

So significantly improving efficiency.

And then intake processing has improved by seventy seven percent allowing for quicker patient onboarding and time to care.

And orders can be turned around as little as two days. Again, shortening that that period of time to care is really, really important.

And then we talked about the referral processing as well. So cutting that down and our end to about thirty seconds and getting that into the EMR to process the referral much, much quicker. So accelerating that care coordination and patient access to services.

Yeah. And then and then on our side, we really truly mean it when we say that we wanna leave the the nurse and the care teams with nothing left to do but provide care. And one of the words I've come to use a lot lays lately is, amplify. We wanna amplify the nurses and give them more reach. We have a it's not in this in this particular presentation, but, and one that we often present. We wanna give each nurse, who uses our platform, they get access to their very own clinical manager, medical assistant, and executive assistant because all of the tools within our platform enable those actions that those individuals would take place, but can do so in an automated fashion. And so you see the results here.

You know, we, as I said earlier, receive greater than fifty fifty percent reduction documentation someone's upper upwards of eighty six percent. That equates to six hundred and twenty hours saved per provider per year.

From a financial perspective, our goal, really, since the beginning of the company, has been moving the nurse to be able to see, you know, the on average, it's usually about two starts of care a day, move the nurse to three or four. From a financial perspective, I don't think I need to tell anyone that that's a fifty to a hundred percent increase in revenue per patient, per nurse per day if you're able to do that.

And, and then we're able to create care plans almost instantaneously.

The it's sort of the magic of the AI. But, you know, when we're able to take assessment data, potentially combine it with EMR data if we have access to our data that's been pulled over to us from Worldview, we can take that data, apply upwards. It's many, many different prompts, and I'll spare everyone the the technical details, but, to create a care plan that's unique and personalized to an individual. And I think it's worth calling out this is different than what you would see in an EMR. We're not necessarily trying to replace the the EMR, but, you know, in EMR, if if if someone has diabetes, we'll say, well, here are the things you need to do for the person with diabetes.

Ours will say, well, that person has diabetes. They live in a rural area. Their kids live twenty five minutes away, and then she and the patient doesn't have a PCP. And we'll build a plan around that specific situation.

So no two care plans are the same. They're they're unique to the individual. And, again, if you that is going to have a meaningful impact to the to the both the claims based measures, HCAPS measures, and and, which you see in OASIS because you're you're taking a more holistic personalized tailored view of the patient and managing their care in that way versus just, you know, an a rules based algorithm that, again, says, like, here are the three things you do for someone with diabetes. We're we're very, very different in that way.

So this kind of leads right into our stronger together bundle that we put together at WorldView.

So as the health care industry is moving towards value based care, agencies that don't invest in this operability interoperability that we're talking about about really risk falling behind.

So by integrating tools, you're creating that smoother workflow, faster reimbursement, and you're making for more effective and efficient patient care.

So this bundle is really that opportunity to kind of see what a a fully connected ecosystem looks like. And we really want to be able to make your agency more efficient, more connected, and more prepared for the future.

And we can you know, when you sign up for Worldview, you get six months of these services, to really understand what what's coming you know, what you can do.

So those are those are kind of an overview, but we can obviously get into more details.

So we know this is a complex topic, so we wanna take some time to answer questions from y'all. Let me show here. Give me a sec second to pull up the q and a screen.

Oh, and I see a question come through.

So what makes AI driven automation more effective than traditional models methods? Sorry.

Yeah. So it's a it's a variety of things. I think kinda going back to my earlier comment, you can tailor the, the plan for the patient, the interaction with the patient down to their specific circumstances, in a way that is not truly just rules based. It's not a series of if then statements.

It's it's a neural network that that is is taking into account everything that could possibly, be going on with that patient and then coming up with a solution from there. I think second thing is, frankly, just the the the breadth of the capabilities, meaning, you know, for our platform, we are, to the best of my knowledge, and it's definitely true in the home health space, but I think it's true to all of health care. We're the only single, multimodal care platform in the market. What that means is that today, with a single I guess the best way to explain it is there are individual vendors that do individual things.

So there's vendors who will, maybe they offer a a voice agent, and then there's another one that will help with care plan, and there's another one that maybe helps with referral summaries.

We, within our infrastructure, has it's one vendor that can do all of those. And so, the ability to evaluate a patient, longitudinally manage that patient, make personalized, you know, outreach, whether it be through a voice agent or through care plan design, and then follow-up is unique and something that the the market has not seen in the past. And it and it does make a big difference in in in care and, frankly, scaling your clinical staff.

Yeah. I I I love that it's for the patient and the care, but like you said, scaling and making sure that you're not, creating burnout for the staff. I feel like it's so important, especially today where we're just being asked to do more and more and more. So it's really incredible.

Alright. Another question for you, Patrick. How no. Sorry.

Are there any concerns about data security or patient privacy with the AI driven workflows?

Not in our case.

So one of the things we did very early was, well, just start with, like, the basics, like, HIPAA compliance, check all the boxes there.

The one of the more interesting things that we've done is we actually, think of it as holding two databases. So let's say we receive patient information. We then take the PHI for that patient and move it into one database, And then all, like, the clinical data detail, let's say, it's assessment data goes into a separate database, and that database goes to the large language model. So no personal information ever flows to the large language model. And then once an output is created from the model, we then marry the PHI back. So, we've taken extreme care in making sure that that that infrastructure is in place, to ensure that, you know, data integrity, you know, the, but the the individual's personal information is not shared with, with the large language model at any point.

Can AI adapt to different provider workflows and payer requirements?

Yeah. Pretty easily.

There's a lot so I'll I'll start with the way that we built our platform. So I've talked about OASIS. We actually have hope already built into our platform. We also have it wasn't as relevant in this conversation.

We actually have a hundred conditions and sixteen specialties that we cover as well. This is really relevant for it could be private duty nursing. It could be palliative care, variety of other areas. And so the way that we view our platform is a really wonderful puzzle piece for and this is gonna expand outside of post acute care, but for home health, for hospice, but also for we have primary care partners today, where we're working with chronic care management programs, TCM, annual wellness visits, that, you know, present good, scaled care for those specific teams, but do so, in a way that, frankly, will generate more revenue to them.

And we can do it for specialty care as well.

You know, I one of the things that I was really passionate about in starting this company was that, in prior life, the we really focus on five conditions, and they were the right ones. It was CHF, COPD, CBD, depression.

I'm blanking on the fifth one. But, I always felt that if someone had COPD and CHF and you weren't able to evaluate and that person may have, like, let's say, lupus, like, you know, some extra third condition, and lupus may have an impact on their diabetes and CHF.

And so we built our model to be really comprehensive and really broad such that, we're taking into account everything we can about that patient in order to build a plan. And so to get back to the question, I can only speak specific to our platform. We are built for multiple, multiple, health care verticals, whether it be primary care, especially post acute, inpatient, frankly.

And it's and, you know, that was all by design because no one no single person is monolithic, and everyone's got their own unique, conditions and issues, and we've tried to account for that.

Okay. Vivid care plan gets very specific to each patient patient, like, where they live in their home situation. How do you get that information?

So it's it's shared with us, and so we have, you know, on the a lot of it can come from the OASIS. We also have a general health assessment, that we can deploy as well. We've kinda we work out the details of of information gathering with each individual partner.

But the the once the information is acquired, again, we pull out the PHI so it's not identifiable to the person, and then and then send it to the large image model. And then and then we have I wanna say it's, like, seven or eight different prompts. Think of it as, like, seven or eight seven or eight different sets of instructions for what the AI needs to do with that data that we're sending it. And so, it's blinded, but we're asking it, like, for the problems, goals, and intervention section, like, be quantitative.

Think about the person's, you know, you know, current situation in the context of of where they live and and maybe it's their occupation or whatever it may be. And it's very, very specific, and it comes back with very, very specific responses.

I should note, and this is important to know, one of the things we did really early, and it's a belief of our company, is we trademark the term provider led AI. Like, we own that trademark. And the reason we did that is we wanted for everyone that uses our platform to understand that for all the stuff that we create, whether it's care plan, whether it's follow-up details, the provider always has their hands on the wheel. We are not, to be clear, telling the provider what to do or giving the plan and saying, this is the plan you need to give to the patient. Rather, we're giving them probably the best start, starting point in the world and then allowing them if they wanna edit it, it's fully editable. They can change things, whatever.

But we wanna give them, we don't we're not replacing the clinician. We're only amplifying them at the end of the day.

This one's around compliance. So how does technology how does Vivid Health's technology for help for providers stay compliant with evolving health care regulations?

So in the AI well, again, to kinda go back, like, the most basic and tactical is there's there's always, like, HIPAA compliance in terms of, how you're protecting your data and and sharing and storing and all of those things. In the AI space, we made some decisions really early that have paid dividends for us now. I'll give you a really specific example. California, about eight, ten weeks ago, came out with regulation.

And among their regulations was if a, if a provider uses a tool that creates an AI output, on that let's say it's a care plan. On that output, they have to say, created by AI. Like, it needs to be, like, on there in big letters. The exception to that rule is if the provider has to review and approve the the document itself, now the now the onus is on the the provider, and they don't have to put, you know, created by AI across it.

Good if they wanted to, but there's no requirement for that. Well, when we built our platform, and and for anyone who sees it or has seen a demo of it, you see these sets of approval buttons. So when, when a care plan is created, the provide we want the provider to talk to the patient about it. Like, that's that's goes back to, like, doing what the provider wants to do with their career in the first place.

And so we have these approval that comes all the way through that comply with these regulations that California just came out. So it's a little bit of being ahead of the curve and, frankly, maybe being a little lucky in the the way that we designed it because comp the the compliance has caught up with us. But, we're always, you know, monitoring any sort of new requirements.

The database design is a great example where, you know, we proactively chose to pull out the PHI in a whole two different databases so that we knew that that, you know, no PHI would ever be sent to the large language model. We try we try to stay thoughtful about what may come and then and then build to that, or else we're gonna end up being reactive, and that's gonna create a lot of problems for for our partners.

Which goes back to, you've mentioned hope a a few times.

You're already prepared for that.

Mhmm. Yeah. It's in our platform.

It is you know, frankly, we're we're in early discussions with a few hospice partners. It doesn't go live till the hope form isn't required until October.

But, you know, we kind of view the position that we're in that we can prepare organizations for that change.

You know, a simple example would be, you know, sandbox access to get in to sort of play around the hope form as we've designed it.

And our our care plans are iterative, which is a really important part of the hope process is build a plan, adjust the plan over time. And in our platform, we do exactly that. You even see all of the old versions of the plan, so you can go back and look at what you what the plan looked like two weeks before if that's something you wanted to do.

Awesome. I think those are all the questions that came through. I'm gonna oh, no. I saw another one. How does it interact with EMRs?

So we've done this, a couple of different ways.

Just, our our architecture itself is is called FHIR, f h I r, and, that is essentially a data standard for pushing and pulling data from, between EMRs. And so one of the so that is one method. We can connect our respective, FHIR data stores and push and pull data that way.

We're also, able to, use our partner Kno2. So I know WorldView is partnered with Kno2 as well.

And what they are and this is I'll try to stay out of the weeds. It's called a QHEN. Think of it as Vivid's platform as it stands today. It can push and pull data from most EMRs around the country.

It's through their send and receive function, but we always get this question. It comes up ninety nine percent of the time. And so going back to us being proactive, we wanted to partner with an organization that would allow us to solve it. So we can directly integrate, or we can use our node two partnership and push and pull data that way. But those are the two really, the only two available in the market today.

Yeah. Those are all the questions that have come through. Thank you so much for your time today, Patrick.

If anyone would like to learn more about Vivid Health and WorldView's Stronger Together bundle, we'd be happy to, talk with you. So awesome.

Thanks, everyone.

Thank you.