Allen Karp

And that requires our physicians to work with us to give us the open spots on their schedule.

We also provide telemedicine where it's required and care coordination so we can help direct that patient whose child might have an earache at 11 p.m.

in the evening to the appropriate site of care.

So things that we do as a payer

to help control medical costs, we're now taking that information and we're sharing it with our hospital assistants and physicians, and then we tie that to the incentive system.

Some of the analytic capability.

would be available to all payers.

Our view is if we can lower the cost of care for our patients and we have the incentive systems and we have the care coordination all built in, we're still gonna get a better result.

So we offer that to them.

There are certain things like the front end component, which is the consumer experience piece.

That is proprietary to Horizon because it's a service that we're offering to our members that differentiates us from our competition.

So we did have to look at the skill sets of all of our team.

So for example, in the provider contracting area, historically, the way we did business is we would try to strike the best unit cost deal that we can.

The providers would do the same thing.

There was a lot of disagreement where we should end up.

That skill set is great, and we still need some of that.

But

In the new model where we're facing off with our health systems and physicians and trying to decide collectively how we provide the best value for our customers,

required a different skill set, more of a collaborative skill set, a higher level of understanding of how the total cost of care worked and the ability to influence and convince the health system partners and physicians why this was

in their best interest as well as ours.