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Solution Showcase: Finding a Better Solution to Staffing with Joe Longo and Eric Utzinger

Speaker 36: [00:00:00] Healthcare IT projects rarely stall because of technology. They stall because leaders can't consistently access the right expertise. Reviewed as an AI powered platform that helps health systems find, engage, and manage specialized IT experts giving CIOs more transparency and control than traditional staffing firms.

Learn more@review.com. That's R-E-V-U-U d.com.

Speaker 2: I am Bill Russell, creator of this Week Health, where our mission is to transform healthcare, one connection at a time. Welcome to today's solutions showcase where we spotlight innovations, making real impact in health systems. Let's take a look at what's working today.

Bill Russell: Today we have a solution showcase. I am excited to be joined by Joe Longo, chief Digital and, information officer at Parkland Health. And, uh, Eric Inger, the co-founder and chief client [00:01:00] Officer for Revuud. Gentlemen, welcome to the show.

Eric Utzinger: Thanks. Glad to be here.

Bill Russell: Always looking forward to the conversation with you. Two, it's so always fun to, go back and forth on, some of the topics that we're we're facing. Today we're gonna talk a little bit about, um, you know, healthcare, it, staffing. it's interesting to me, this is one of those things we don't talk about all that often 'cause it's not all that sexy, but it is the bedrock of everything we do in health it. 'cause we need people, we need really good quality people to get stuff done. Um, Joe, I'm gonna start with you. Um, let's talk about traditional healthcare IT staffing. Before we get into this a little bit, what, what, what's, what was frustrating about traditional healthcare IT staffing?

And perhaps you and I could just trade stories for a little bit 'cause there's. Uh, you know, it was crazy to me, like I would have four staffing companies and I'd received the same resume from three of them, and I thought, oh, okay. What do I do now to like, do I get to pick the winner? Like, who, who wins?

It's, it's just a, [00:02:00] it's an interesting space. What, what, what was frustrating with, uh, about traditional staffing to you at Parkland?

Joe Longo: Sure. And, and I can empathize with your, your situation. Not only did you get the same resume from four different places, there were different prices too,

Bill Russell: Well, that's, that is true.

Joe Longo: Which is always interesting to me. But no, it, it, you said it earlier. Um. I'm less in the technology business and I'm more in the people business and one of the biggest. pieces of the people business is the productive people that do the work in my organization. So, those frontline staffers, the, you know, individual contributors, the folks that have, deep knowledge in some of the, the key areas that are always having some level of a shortage. So just like our, our hospital systems are dealing with, uh, perpetual staff shortages. And looking Into the future have staff shortages. we have, uh, targeted shortages in certain [00:03:00] skill sets. So when I was looking at, you know, the historic way of, of doing things, we had a couple of options. We had obviously our FTEs bring people up to where they need to be and, uh, develop them, or. Go and do a staff org model. and during that staff org model is very similar to what you just described. You may go after a certain skill or resource, and uh, you may get them from, a variety of different, uh, major players. And what I found, just like probably a lot of my peers found is. It's very individual centric. It's not as company centric, meaning I can go with company X and they can provide me with two outstanding resources, two home runs, but then the third may be a dud. That doesn't necessarily reflect that that organization is good or bad, it just reflects [00:04:00] that it's a very individual, uh, based, uh, uh, business, the staff org model. So that was one of the biggest frustration points is this is not aligning with the right partner, it's aligning with the right partners to find the right individual for the need at the time.

Bill Russell: let's talk a little bit about why we need staffing. I mean, there's, know, I think people wonder, you know, where, where, where it fits. Like why don't we hire everybody? Well, we don't hire everybody 'cause we don't need them for three years or two years, or even one year. Sometimes we just need 'em for a specific project that's gonna run three months or six months. other things is a very specific skillset. I mean, there are certain skills that you're not gonna bring on your staff full time, but you need them for a period. Uh, and you might need them again in nine months for a period of time. Uh, and, and these people exist within the industry.

They're, they're extremely valuable. They're the people who come in, set things up, get 'em going, maybe even do some, uh, skills. [00:05:00] Handoff and that kind of stuff, and they're fine going to the next thing, whatever that happens to be. And then if you have a problem, they come back. I mean, so there's a lot of reasons to use this, this variable labor force that's that's available to you.

Joe Longo: Absolutely. Um, you said it, uh, if, if I have a need for. Constant, keep the lights on our KTLO and project and request work. Uh, that's gonna fill up the, the 2000 plus hours a year pretty consistently. The FTE model's, the way to go, um, s FTEs carry not only the the cost of the salary, but your benefit load and everything else. A lot of our business is not just the KTLO, it's not just the steady state. And quite frankly, as time has been going on and we foresee in the near future, it's gonna be a lot more, um, rapid, the need is going to be very point in time need, and it's going to be, uh, a finite amount of time. The other thing that, that I think [00:06:00] most people can empathize with in my position is, um. wish we were just doing one or two projects at a time. Uh, at any given time, we have over a hundred, uh, it projects in some lifecycle of that project at any given time. So, um, what that means is my internal staff is broken up into partial. Commitments to both keeping the lights on in support So inevitably the mathematics, when we do capacity planning and, and all the things that, uh, we're supposed to do, uh, we're gonna see that we're short 20 hours here, 10 hours there, 30 hours here in any given week for a specific role or a specific skillset to get us over the hump on a particular phase of a, of a project.

And again, when you have. Multiple projects, you have multiple things going on all at once. It's not as easy as, [00:07:00] oh, I'll just have an FTE a hundred percent allocated for X number of weeks. It doesn't work that way. I wish it did. My life would be easier. My, All

of my manager's lives would be easier, but that's, that's not how it works.

Bill Russell: I realized how easy my job was. I, I used to tell people, man, we had 110 projects going at, at any given time, and now CIOs look at me and go 110. Oh my gosh. Those were the good old days. Like, it's crazy Now. Uh, Eric, co-founder, uh, when you guys, uh, you know, sat down and built, Revuud, uh, what, what did you believe was fundamentally broken about the traditional staffing model?

Eric Utzinger: Yeah, the, I mean, you brought it up right away and that was one of my. Kinda true frustrations and, and being in this business for over 10 years before we started, um, Revuud as a, as a different model and a different approach and a more flexible approach. Um, but it, it was that, it was getting, starting to get to the point where it wasn't, uh, um, a group of folks that worked with us, that had bench time, that had that opportunity [00:08:00] to, we got to know them.

We were really, it was a, it is a staff augmentation project management. Um, consulting company and, and we would've bench time. And so it wasn't as much as throw a resume over the fence. Um, it started to get some cost pressure, some supply and demand where, uh, some of these resources, they started asking for more of an hourly wage and they would just go, they kind of wanted to be more of a freelancer model, and so we started treating it as more of a freelancer model.

So what really got frustrating for me is the relationship building that I, I enjoy doing. And we would get those emails like you, like you guys just mentioned, of hey, I need a.dot, uh, and then it became just how quickly it wasn't going to your bench anymore. It was going to the market to say, how quickly could I not only get someone's resume, but say I called them first so that I can get 'em in Joe's.

Email before someone else, and I have to put my logo on that resume to make it look like that person works for [00:09:00] us. Sometimes they did, but a majority of times it got to the point where they will work for us as long as Joe's willing to hire them. And uh, and it just kind of, it became kind of commoditized.

And then, you know, so you take all that aside, at the end of the day, you guys can be frustrated that there's four resumes from different companies, different rates. That too was frustrating. The bigger, the less we could pay someone and the more we could charge, that created a spread and that spread got doled out among the, among the team, right?

So what your priorities were, which is a great skillset and a great resource at a fair cost, wasn't aligned with what our. Uh, model was, which was bigger, spread as high as we could get. Being competitive, knowing that everyone is willing to fight a little bit for this. So the commoditization of it, um, was a struggle for me.

And, um, and just, um, and then you take it one step forward to now, I've selected a resource. Now the back and forth, the compliance. The onboarding, uh, the [00:10:00] status reporting, the setting up the interviews, the questions about the talent. Um, do I have, do they have experience? Does Bill have experience doing this?

Well, this is how I earn my income. So I'm more likely to kind of inflate, maybe Bill's responsibilities, uh, versus letting transparently let those clients just directly message people and ask them the, the questions they want to ask them, and getting those direct answers. So I think we've done it more quickly with a, with more trust that we're getting the right resource.

'cause I'm able to talk directly to them. Um, and when you add all that up together by, uh, transparently making this happen and the flexibility it is, it starts to work with clients like, like Parkland, who has, I, I think seen a, a better way to do things and a better approach for the future.

Bill Russell: You know, I, I, I appreciate you sharing all that because that gives us a, a picture into what's going on on the other side. So, on on our side, we're a little frustrated 'cause it's, it's kind of confusing and, and. Kind of daunting on our side and we just, we want the best resource we can possibly get sometimes at the best price.

I mean, if you're, you

Eric Utzinger: Yeah.

Bill Russell: um, but you know, sometimes it's just urgency. Like, we just need [00:11:00] somebody just get 'em out here.

Eric Utzinger: Yeah.

Bill Russell: Um, but just understanding what's going on on the other side. I mean, you're trying to, you're trying to juggle a variable workforce. That workforce itself has changed pretty dramatically since the pandemic

Eric Utzinger: Yep.

Bill Russell: their, their expectation.

Well talk a little bit about that actually, that, that, that group's looking for something different now, aren't they?

Eric Utzinger: They, they absolutely are more flexibility. Uh, they love the direct contact with our, with our clients. So after four years now, and some of our, uh, some of the talent and Revuud have worked for three or four different clients, they now have direct access with those people. They're being pulled and.

Pulled in and out. We love when there's nothing, nothing we love more than when we see people building out their groups of resources. Um, like, like some directors at Parkland have done with, these are the people I've talked to, these are the people I've engaged with. And then, like you mentioned, six months later, when I need a need that person, I'm not going back to the agency and saying, Hey.

Is, is Bill available? And maybe, maybe I can find Bill, maybe I can't. Or maybe Bill's not willing to do the rate that I wanted to [00:12:00] do. And then I just say, Bill's not available. But John is, and I submit John over. Now John's gotta relearn your workflows, so I love when people can just. Come back into that platform, um, and, and through the platform and just reengage at minimal hours of work, uh, a week again, to lower that cost too.

So the way people have worked and really built, it's the remote fact. Back in 2018, 2019, we were still traveling every week. It was Sunday night to Thursday. A little harder to work in that flexible model. Uh, but when people embrace it, when our organizations and clients embrace that idea, like, I don't need 40 hours a week, I just need 20 hours a week.

And I see people transparently messaging back to the clients and saying. I actually have a full-time project, but I can do what you need me to do, uh, at night and on weekends, and I can do it in 10 hours a week and I'll be done in four weeks. And I love that dialogue between, uh, when that happens and, um, and seeing the, the cost reductions, but honestly, getting those things done and getting those projects moved.

Bill Russell: You know, [00:13:00] before I go back to Joe, I want, I wanna lay out the. The solution a little bit because it's a little different approach to staffing. And I think it gives us, on the other side some benefits. I mean specifically transparency, and we're gonna talk about that in a minute. And,

Eric Utzinger: Yeah.

Bill Russell: and, and it's not always a cost play.

It is that relationship, the relationship aspect matters to us too, if we can have that kind of direct dialogue. Uh, talk about your solution a little bit and, uh, then I, I, I wanna talk about how this changes the game on the other side.

Eric Utzinger: Revuud was built with not only creating a, a lot of times when software software's supposed to basically make, uh, inefficient processes more efficient. And, and I do believe that we've completed that. We do have clients that are like, at the end of the day, the result is I need a good person.

I need the right talent at the right time. To help me move my projects forward. And, and this helps me simplify that. Uh, so in, in the Revuud platform, our clients have direct access to over 5,000 resources that we've vetted and approved. Uh, we stayed in healthcare IT to this point because we know [00:14:00] the folks, we trust these resources.

We have partners that help us bring in the right resources that are available for your project. Uh, so when, when someone goes into review, they see a visual dashboard of their spend, how many engagements they have going on, um, and then they can seamlessly or quickly go ahead and post opportunities, uh, which is basically a contract opportunity.

I need someone to help me with this, or here's my problem I'm trying to solve. Um, and folks can see that on our project, job board, uh, they can apply directly. They're, they're asked to answer three customized questions, so it helps me kind of define who I want to talk to in shortlist. And it is not overwhelming.

They're, we're not getting hundreds of applicants like you might get through a full-time need on, on Indeed, or something like that. You're getting maybe two to three. And if there's a little bit more than that, we, we have a customer success team to help you kind of filter through the best folks to, uh, to talk to based on your need and based on how we have that relationship with you and understand your organization.

So within minutes, you'll get instant [00:15:00] matches, uh, of people in our system. You can then go away, go to your next meeting, and um, sometimes within hours you'll see applicants. We'll actually tell you why they're a good, we call it a suitability rating, and we will tell you why they're good based on your job description and what they're lacking.

And if what they're lacking is important to you, then we may not wanna shortlist that resource. Uh, we give you direct access to message the talent, ask them anything they want, uh, anything you want. And then you can go ahead and set up interviews. Uh, and then we've got all the engagement workflows for, uh, statements of work compliance, which HR loves as far as drug screens, background checks, everything you need.

It stays in the system. And then all the time tracking, um, and, um, and, uh, status reports go into Revuud as well. And we reverse things a little bit as well. We want you to approve the time before we invoice you. We don't sign sows for 40 hours a week and just bill you and hope that they've done their job.

We want to know that they're meeting and exceeding their, your expectations, and if they are, you can improve. The manager can approve their time, and then we'll invoice [00:16:00] accordingly.

Bill Russell: Wow. Um, when I listen to this one is I know there's a speed aspect to what we're trying to do here. There's always a cost aspect, there's a quality of the individual aspect and, you know. What I hear that's distinct and all those, all those things are, are distinct, but the, the thing I like is, is sort of the transparency I think of this kind of solution as A-C-I-O-I-I, I would think that's an extremely valuable combination of things for finding top quality talent.

Joe Longo: when we introduced this as an option, we didn't, we didn't say, Hey, we're abandoning all the old traditional models, which was we're going to the. Vendor and going to their professional services, uh, and, and what they have available, or we were going to the traditional staff fog model or we're, we were using the Revuud, uh, platform. We didn't say we're only gonna do one or the other. We gave them all the options. So one, we empowered our hiring managers who had the need. [00:17:00] They knew whether the need was full 40 hours or partial need 20 hours. They knew when they needed them, and they knew the skillset and then they knew what would be good fit. So we saw over time, more and more usage to the newer model naturally. We didn't force people to it. We didn't say, Hey, here's what we're gonna be doing from now on. We let them do what met their needs the best. And that transparency seemed to be the, the factor that we had. A lot of folks, my hiring managers use that couple of things that they, they value, they value being able to vet themselves, know, what, what options were out there themselves. I think Eric talked about it earlier. Um, in the traditional model, uh, you get presented what they wanted to present to you or people that were on the bench at that time or [00:18:00] just in their organization, whereas this model casts a very wide net. It doesn't matter who's providing them. I'm looking for the individual.

Going back to my, my points about this is an individual, uh, us seeking an individual and a skillset, not saying I want it from Company X or company Y. So that transparency and that capability my, my hiring managers now have. Uh, the second thing is the financials. It is very clear to my hiring manager what that individual, once we identify the individual, what they charge, and then the markup, uh, or anything that goes to Revuud is a very straightforward, linear thing that is not a large amount.

So, uh, if anybody says that financials is not a factor in picking the right resource. bless them. They, they work in a very, uh, fiscally healthy organization that doesn't [00:19:00] worry about, about getting, uh, best value. That's, that's not most of us, we, we have to factor in the financial impact. Uh, and this gives those hiring managers that visibility upfront, not a, Hey, we, we brought you through the whole process. Kinda like buying a car. Sometimes we bring you through the whole process and at the end then we'll start talking about financials. No, it's up there in the forefront. So they can, they can make, uh, educated decisions, uh, with all the information, uh, not filtered by any individual or any one company.

Bill Russell: I mean, Joe, you bring a good point, and Erica, I'd love for you to talk about it. you know, Dallas is the home of the, uh, mark Cuban cost plus drug company,

Eric Utzinger: Hmm.

Bill Russell: the people in in Dallas love that kind of model. Talk,

Eric Utzinger: Yeah.

Bill Russell: Um, I mean, I mean, you talk a little bit about, you know, skills and, and the, the resumes and you, they can just go right

Eric Utzinger: Yeah.

Bill Russell: But talk a little bit about the pricing model and why you guys chose to go in this direction.

Eric Utzinger: Yeah, I mean a lot of it stemmed from my [00:20:00] frustration and, um, and maybe a few accidents in my past where I, I, I shared, um, someone's bill rate with them or they found out what their bill rate was by their manager, and they were a little frustrated that I'm only making this and you guys are making that.

And to be fair, there's benefits, there's things like that that, that companies, uh, take into account. So I don't wanna make it sound like there's a lot of, a lot of, um, a tremendous amount of fluff in some of these, but it's always a, let's see what we can get. At the end, and everyone would love to not share rate upfront, just like what you message or mentioned, Joe is like getting them hooked on the resource.

They're the right resource. Now let's talk about the rate. Um, and I really just wanted to provide that upfront. Here's what it is. You want a cost estimate, you have a project coming down in a couple months. Let me get an idea of what these resources are gonna cost so I can go to my leader. My leaders in it and say, this is the project.

Part of that is a resource need. Uh, I believe I can get them through the Revuud platform. And an example, price is this much an hour. Uh, instead of just making some assumptions [00:21:00] and then finding out they're much more than that or maybe even being able to get away with 20 hours a week, uh, because they've had some conversations with folks, uh, found some availability and really decided they didn't need that, uh, full 40 hours a week.

Um, it's a little harder as a company to. To, um. Kind of project revenue when we don't know. There's not as much. When you sign a contract with a traditional company, you can kind of book on those 40 hours a week. Uh, with us, we, we don't always know. Um, but I think that's tremendous value to our health system clients, um, and one that we will, we will continue to do.

Um, and I love, I love the price transparency of knowing exactly. Even our, our consultants know that it's not a huge markup. We're not fighting for them. I see notes back and forth. I notice your. $140 an hour, would you be willing to do 1 25? I've already got the po ready if you can do it. And, and now it's more about the, the consultant talking to the client versus a company kind of forcing them down to keep margins, uh, where they want 'em to.

Bill Russell: It's

Eric Utzinger: That's interesting. Yeah.

Bill Russell: If I'm [00:22:00] listening to this as a CIO, one of the questions I'm gonna ask, and I I think I'll ask you, Eric, maybe this is a remnant of back when I was a CIO, but we used to use it as a, uh, as a, uh, hiring mechanism. Uh, do you guys have policies around, uh, attempt to hire.

Eric Utzinger: Uh, yeah, it is, we're extremely flexible. Most of 'em are just a few months in your, go ahead. If it's good for the resource and it's good for your organization, we absolutely would tell you to go ahead and hire those resources. Um, we do have, uh, clients that actually post their full-time opportunities on Revuud.

We have been told transparently, uh, that, um, or candidly, I guess I should say, is that, um, we've had some clients tell. Tell me personally, it's a bad business model. They're hiring people out of our platform directly. Um,

Bill Russell: business

Eric Utzinger: and I, I know I get it. Um, but when you're,

Joe Longo: it.

Eric Utzinger: but

Joe Longo: model for you, but

Eric Utzinger: I know, I know. And when and when you start a company, you, you bring that extra value.

So now even our. Cost a hire, uh, if you [00:23:00] hire directly and want to use it as you're functioning higher, um, is is dramatically lower. Drastically lower, sorry, than a, um, than what a, what an agency firm might hire

Bill Russell: It just

Eric Utzinger: or charge.

Bill Russell: right? Uh,

Eric Utzinger: Yeah.

Bill Russell: just if somebody's already up to speed, potentially up to speed, they've been working on my environment for three months, six months. The team likes 'em. That chemistry, sometimes you can't tell until they, they get into the environment. It just reduces the risk so much. Um, and the fact that you guys allow, I, I had partners who just flat out told me, yeah, no, uh, or, you know, ridiculous rate for doing it, like one year salary or something. I'd be like, well, we're not doing that. And that was the point.

Eric Utzinger: I, I don't want to get in the way of success at, at Parkland Health of the World that find value in bringing that person on as an FTE. Um, and if it's good for that, that FTE as well, I don't wanna get in the way of that.

Bill Russell: Wow. Joe, how do you, how do you see staffing changing over? I mean, you, you sort of mentioned this earlier over the. A [00:24:00] number of projects seems to be going up, not down. I, uh, uh, and the where we hire people now is, is so, uh, so wide open. Uh, when I was, when I was CIO and you know, I had 800 people and I think I could count less than 30 that were out of the states that we operated in. And, uh. And they were in like four or five handpicked states that we function in. I've talked to CIOs now who are like, oh yeah, we're in 38 states or 32 states. Are you guys more, more just central to, to Dallas?

Joe Longo: we, we are, um, Parkland Health is one of the larger public health providers in the country, so we, we serve Dallas County, but. pretty high volume. Um, and, and we did see some out during the pandemic and then kind of trying to pull it back, back in, um, in the last, uh, year or two. Uh, but staff fog has always been wherever the resource is. We [00:25:00] go after that resource. Um, FTE wise, different story. We're, we're, we're here. Um, we, we have an onsite presence. Um, so yes, we have some flexibility for those temporary short term, needs. You're right, uh, I'm sure you've done a podcast or two on ai that's not.

Bill Russell: It has come up, uh, recently. Yeah.

Joe Longo: Yeah. Um, so I, I won't go too far down that rabbit hole, but the reality is with, with AI or, or a lot of these more recent, uh, demands for projects, are quicker hitting. typically a rip and replace of an enterprise system that takes. 12, 18, 24 months. We still do have a few of those, don't get me wrong. But growing volume or the trend are these quicker hitting six week, 12 week type installs that are very agile, very [00:26:00] fast, do need very specific resources for a very, uh, specific period of time.

So models having. Options. Like I said earlier, yes, I could hire FTE where that makes sense and I have consistent need. I can go to the vendor themselves that are offering these newer modules or AI features, um, but they typically in high demand and they will tell you, yep, we can get you somebody in eight months.

12 months. So now I'm, I'm executing on. Their timeline, not Parkland's timeline. Same thing with, uh, the, the traditional, uh, uh, staffing firms, which again, still have those options. They're still available to us. But again, we, we talked about it for this, this, this whole time, what the capabilities and limitations are.

So. This model again, puts my hiring managers, they know what's needed for when and how [00:27:00] long, and they can see what's out there. And if it's out there and there's a fit, they can act upon that. Um, uh, pretty expeditiously, well still following my internal processes to, to stay compliant with those policies.

Bill Russell: Um, Eric, I'm gonna give you the last word. Um, of all, if somebody, if somebody's listening to this going, man, that, sounds really good to me. I, I wish we had a, a, you know, a platform we could go to and, have. That level of transparency, especially on the cost side. Um, I'm, I'm looking at your logo 'cause it's over your head.

Nice background by the way. Uh, R-E-V-U-U-D if people are wondering.com. Um, uh, Eric, like where, where can they find out more information and, and, and, uh, uh, you know, and, and what does it look like to, to get started with, with a platform like yours?

Eric Utzinger: Yeah. No, that's great. So it, it is Revuud. Um, we get pronounced, uh, some interesting pronunciations sometimes, but Revuud with the idea of being, you're gonna see people are, whoever been Revuud, um. By us. Sometimes the managers, um, hospitals aren't always willing to document that in our system. But, uh, that was kind of the idea and the reason, reason for the name behind it.

Um, you can always go to [00:28:00] www.review.com and um, fill out a little form there and we'll contact you. You can always email me, eric@review.com. And if you're a CIO in the healthcare space, uh, you probably got an email from me somewhere. If you just want, if you just wanna.

Bill Russell: dude, we're not, we're not, we're not gonna talk about spam filtering and, and all that

Eric Utzinger: I get,

Bill Russell: we.

Eric Utzinger: it.

Bill Russell: When you

Eric Utzinger: I get it.

Bill Russell: there's a whole class on

Eric Utzinger: Yeah.

Bill Russell: inbox

Eric Utzinger: Yeah.

Bill Russell: that stuff. It's, it's really, it's an

Eric Utzinger: Nick, if, if you don't mind, bill, the, the, you had asked an interesting question. How do we get started? It, it, it is, it is a very difficult time to get. In front of CIOs. We had a nice relationship with, uh, THA in Texas, who introduced us to Joe, which is great. Um, but when, when a CIO is kind of where it starts or someone, uh, up that chain, um, they see the system and they see the value.

It doesn't take long. It's really just a quick. 20, 30 minute demo and discussion, and then there's some discovery. Do you use, uh, consulting resources? Do you have projects coming out? We're not going for big implementations, um, right now. I mean, we can do that. We can certainly [00:29:00] support that and we have, um, but it's just not something we chase.

We're more kind of the, the even keel status, uh, right now. But again, getting into those implementations as well would be very easy for us to, uh, to do. Uh, and we do have a couple proof points there. Um, they then, uh, typically ask me to talk to, or ask our team to talk to some of the hiring managers, like show them this, is this something they would embrace?

And again, to Joe's point, like not just kick everybody else out, but another way to build that flexible workforce. And when you look in our clients, um, grouping structure that we haven't Revuud, they now have. 40, 50 people they've known, they've talked to, they've interviewed, they've worked with to bring back to talk directly.

Just ask a question like, Hey, we've got this going on. What would you recommend? You don't have to go engage someone for an hour just to get some recommendations or whatever that might look like. But building that flexible workforce has just been pretty incredible. So they typically do see, uh, the value in moving forward.

Uh, and from there we have a very easy services agreement and licenses agreement. Um, [00:30:00] licensing agreement. And then sometimes our clients ask for MSAs and BAAs as well of their own, which is fine. Um, we can get through it pretty quickly, uh, just depending on how quickly legal can get through it. On the healthcare system side,

Bill Russell: So the limitations not on your side. It's on my legal team's side, ability to handle another contract because

Eric Utzinger: always is,

Bill Russell: as Joe and I just talked about, we've got a hundred and some odd projects

Eric Utzinger: right.

Bill Russell: about 20 legal documents in front of them at any given time.

Eric Utzinger: Yep. Yep.

Bill Russell: Wanna thank you for your time, Joe, Eric, uh, love, uh, what you guys are doing and, and what you represent.

Appreciate it.

Eric Utzinger: Thank you, bill. Thank you, Joe. Have a good day.

Speaker 2: thanks for watching this solution Showcase on Keynote with me, bill Russell. We believe every healthcare leader needs a community they can lean on and learn from. Discover more solutions and join our community at this week. health.com/subscribe. Share this with someone who could benefit from these insights.

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