Dr. Michael Gao

Yeah, absolutely.

Yeah.

So it's actually, you know, very interesting.

Actually, the longer story for how I got into revenue cycle and clinical documentation improvement.

was that as a hospital, based on our internal metrics, we were being inefficient at the care that was delivered.

So we were keeping patients in the hospital longer than they needed to stay in the hospital.

And so actually the slightly longer story is that doctors were arguing that they were being efficient and keeping patients the right amount of time, but the patients are more complex than they ought to be.

Yeah.

And the sort of the payer view was like you're just not – I don't see that complexity in what you – In the documentation.

And so –

Thanks for your opinion.

OK.

But but, you know, you have to justify it.

And actually, you know, that applies more broadly.

So if if I show you two hospitals with a, you know, one percent mortality rate on each.

You know, like which hospital is the better hospital?

Well, what if I told you one was, you know, Memorial Sloan Kettering and the other was an urgent care center?

Well, 1% would be freaking amazing for MSA, but it'd be pretty terrifying if it was an urgent care center.

And so the way that hospitals monitor their internal performance is actually inherently tied to sort of the documentation and codes that they submit.

Like there's not another source of truth that's separate from that process.