Dr. Michael Gao

And so I think, you know, kind of what we want and what our customers want, which is to arm them with the tools to get paid correctly, not too much and also not too little on the care that they've delivered and to do so in a

I think of cost and kind of like friction as similar concepts.

And to do so in a way that with like decreasing friction over time really fundamentally is our North Star.

And I do think of us as, you know, less just a...

kind of services with a little bit of technology inside it company and more as a company that is trying to sort of use AI and reimagine how providers go through this process.

And in that sense, I'm, you know, in a sense, maybe this is just my startup hat still being on.

I'm not sure there's a perfect comparator for us out there.

Yeah, absolutely.

So, you know, I think the RCM market broadly, so hospitals spend somewhere on the order of $125, maybe $150 billion on revenue cycle.

And the majority of that cost is, you know, as you might imagine, therefore, kind of internal cost.

So, you know, kind of a lot of the people going through each of those processes.

And then there's some software costs and some fraction of that, maybe about 10% or so, is kind of like quote unquote outsourced.

So it's, you know, somebody who's either...

Either it's a managed services play, which is to say, I will take over the function and do it for you.

Or it's a staff augmentation play, which is you can't hire enough people, so I'm just going to add kind of two more people.

So to your book.

And so I think that for us, there are certainly...

We kind of have a mix across those different categories.

So with, you know, kind of like smarter pre-bill and smarter notes, these are inherently products that is more akin to other software spend that they have.

And then, of course, with, you know, kind of access, there's comparisons to other services that they might sort of offshore.