Daniel E. Greenleaf

One of the opportunities we have is the length of service

that we provide for our members.

So, for example, in personal care, the length of services is oftentimes four years or more.

If we think about PERS, which is personal emergency response, I've fallen and I can't get up, the length of service tends to be three and a half years.

For vitals monitoring, it's over two years.

So,

That's one of the opportunities that we have this ongoing relationship, very personal relationship with these patients.

So with that being said, the issues we run into is there's not one platform.

We have disparate and incomplete data sets that oftentimes the tech stack that we're going to market with is built off of legacy systems that were built 20 years ago, but don't oftentimes address the needs of the organization and the member at this point in time.

We haven't unleashed the level of sophistication that we could around data.

Where there's more opportunity is around one platform, that we have a single source of truth for the member, that the data collection in the home could be pretty extraordinary.

I think when you spend 20, 40 hours with a patient, there's a lot of things that you could be providing the healthcare system that I think would be or could be extremely valuable.

The other things we're doing is we've got a large value-based care initiative that is

underway with a large payer in Illinois where we're combining all four of our services.

And we think there's some really interesting things that can come up from that.

VRI, our remote monitoring business, is working with select populations.

So they might be working with 100 diabetic patients in Cincinnati.

And there's a level of remote monitoring that we're providing the health care plan

Also, I think addressing the member in a holistic way.

I think historically we've said transportation is going to be separate from meal delivery, going to be separate from personal care, going to be separate from vitals monitoring.