Todd Johnson

So I think it's an appropriate business to raise growth capital and push hard.

I think we are seen as the number one in the industry right now, and we want to keep that position and grow it.

Yeah, this is largely referred to as the patient engagement space.

So how do you engage patients in between visits or after discharge to guide their health?

Yeah, we do.

We do pretty well.

We're above 90% in annual retention.

The number one reason for churn is, actually two.

One is there's not an economic incentive.

So in some cases, physicians or medical groups sign up absent those types of economic incentives.

And then it's a nice to have, not a must have.

And I think the second one is if an organization, you know, there's an institutional mindset to think about treating patients as they come through the door and optimizing throughput, right?

We've got to bed patients, treat them and discharge them, bed patients, treat them.

And there's a mindset to think about treating patients after they've been discharged and to think operationally about how to do that.

And so I think organizations that don't have the mindset that they want to treat patients in this way are never going to set themselves up for success.

Yeah, we got about 40 people.

We've been doing a fair amount of investment in the sales and market development side.

How many of the 40?

Let's see, six, seven, eight of the 40 are on the sales team.

And you know, these are, it's a hardcore enterprise sale.