Jonathan Palmer

And then if I'm a hospital administrator or not a hospital administrator, but a provider, you know, what are the KPIs that I'm looking at day to day on AthenaOne that really helped me manage my practice and the most efficiently?

Maybe flipping the question around for you managing the business, what are you looking at in terms of how you think about what your KPIs are month to month or quarter to quarter or year to year?

And so one of the things you mentioned was, you know, driving operating margin.

You know, where's the leverage in the business?

Yeah.

Well, thinking about the capital investment, what are the big buckets that you're investing in today?

And what do you see, I don't know, five years, 10 years down the road from a product roadmap or organizational roadmap that you're investing in now?

That's great.

Maybe switching gears a little bit, you know, you've had a long track record in the industry.

Can you talk about your leadership style a little bit and how it's maybe changed over the last?

decade or so.

I mean, you've been a CEO at a number of companies, a number of private equity backed companies.

I'd love to get a sense of, you know, where you started at as a CEO and where you are today and how that's that's transformed.

Congratulations.

Well, maybe apply that lens or that framework to, you know, the work you've done at Athena.

I mean, is there a couple of test cases that you could say, you know, we...

We dove real deep on the strategy, and then here's how we executed on it.

You know, I'm always curious to hear, you know, where the rubber hits the roads in some of these discussions.

Maybe going back to the, the, the board for a brief second, you know, when I, when I think about the different structures of companies, whether it's venture backed, public, private, PE backed, do you see the PE backed structure as, as

giving you some sort of advantages to how you can act and when you can act and how quickly you can act?