Todd Johnson

So money can't solve it.

That's exactly right.

And so I think it's actually more about upping the number of at-bats you have to increase the likelihood that you can identify those that have urgency now.

And then those that don't, they come back next quarter or the quarter after that.

And so I think that's the better strategy to think about improving sort of acquisition rates.

Yeah, I mean, again, it's going to depend on the size of the organization, but you'd love to have it between a million and five.

We'll see how things shake out.

I think we don't yet have precision on what are our true conversion rates up to advance between a half a million and a million, even more.

What are those going to be over time?

We'll know in a year or two.

Yeah, so we're going to do probably 150% growth over last year.

In annual recognized revenue.

And then the year before that, it was about a 300% growth.

I'd like to keep it between 100% and 200% growth going forward.

I think we may see some escalation.

The regulatory side of this equation really does matter.

What happens in D.C.

really pushes the industry, and we will see it ebb and flow as policy begins to shake out.

Yeah, in this case, I think it's a bad thing.

The Affordable Care Act did, I think, create a tremendous amount of urgency in this tipping point where the delivery system sort of understood that we were having to move to a value-based model, and organizations were proactively chasing that.