Jonathan Palmer

Was it just the fact that Vurance was underinvested in?

Was it the cultures?

Was it just finding the right product market fit?

There were a lot of challenges.

So maybe talk a little bit more in each of those buckets that you talked about.

What was the final outcome for some of those, whether it was the product, the management?

Maybe for our listeners who aren't as familiar with the market and EHRs and who plays where,

Can you just break down at a very high level the difference between, you know, the acute care setting and the ambulatory setting and who's really competing in each?

And so in terms of growth, you talked about ambulatory being higher growth, but can you maybe just size the market for us from a TAM perspective?

Yeah.

And then if we think about those upsell opportunities, which are the biggest opportunities for you?

I mean, you mentioned RevCycle and patient engagement, but can you talk about the suite of your offering?

Because it's not just, you know, I think many of us traditionally just think of EMRs or EHRs as just one product, but there's a lot more to it these days with the suites of products that are being offered.

So we'll come back to the robustness and the AI conversation, I think, in a second.

But I think, you know, as somebody who's seen Athena over the years, the cloud native architecture, I think, is something that always differentiated it.

Can you just maybe talk a little bit about how that works?

has been a competitive advantage for maybe the life of Athena, but more so today as you're still competing against some of these legacy providers.

Well, I wanted to come back to the AI discussion.

You know, that's probably where I spend all my time these days.

And so I think it's a really central part to your story.