Dr. Michael Gao

And with the combination of the two, there's also the, you know, kind of the sort of more of a solutions-based approach to it.

Yeah, that's right.

So I think our, in a sense, I think our sort of

you know, TamTam is truly in that $120 billion range.

And I say that because, again, hospitals would...

prefer to spend more of their attention on how to deliver better clinical care and, you know, contingent on not needing to worry about it, would rather not worry about revenue cycle management.

Yeah, there's, so I think there's, you know, there's very much, you

I think what I would say is when you make decisions, especially when you're getting to know somebody, you want sort of to take on less risk, of course.

And then there are processes that are relatively low lift operationally and then financially lower risk as well.

So as an example, on the smarter pre-bill side, for that $5 million, you're talking about assigning sort of four total, three or four total FTEs to review the AI applications.

And it's kind of like a little QA process that you insert.

So you're not redoing any of your traditional operational workflows.

Mm-hmm.

Another good example would be low balance or aged AR.

These are accounts receivables that either because of the number of dollars involved or the number of days passed, you've kind of given up on.

So you might as well give that stack to somebody else to try to see if there's something in there that they can get, right?

Because you've kind of completed all of your normal processes.

So that's kind of another good place to start.

I think so.

And I think, you know, to be clear, I don't think we ever want to be in the kind of quote-unquote end-to-end business where we're taking over the entirety of revenue cycle.