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AI + Automation Strategies to Strengthen ASC Margins in 2026 · Becker’s Healthcare Digital Health + Health IT

0:00
Hi, everyone. This is Brian Zimmerman with Becker's
0:02
Healthcare.
0:02
Thank you so much for tuning in to
0:04
the Becker's Healthcare podcast.
0:06
Today, we're going to talk about AI and
0:08
automation strategies to strengthen ASC margins in 2026.
0:12
Joining me for today's discussion is doctor Farzad
0:15
Masudi and and Sridhar Yermere. Doctor Masudi, Sridhar,
0:18
thank you both for being here today. Let
0:20
let's let's get going here. Would love each
0:22
of you to share just a bit about
0:24
yourselves,
0:25
your your professional background journey, and then also
0:28
maybe some some high level thoughts about what
0:30
you believe is driving the increased urgency around
0:32
margin management as ASCs head into 2026.
0:35
Sreedhar, maybe you can you can get us
0:37
started.
0:38
Thanks, Brian, and thanks for having me. My
0:40
name is Shridhar Eramreddy, the CEO of Stear
0:42
Health. At Stear, our AI
0:45
driven growth and automation platform specifically is designed
0:47
to help healthcare organizations
0:49
and including ASCs
0:51
to operate at top of their license.
0:53
And, you know, as we look towards 2026,
0:56
right, and several ASC leaders have indicated there's
0:59
a significant margin squeeze
1:01
where operational costs, specifically labor and supplies, are
1:05
raising much faster than reimbursements.
1:07
While we know,
1:09
you know, they're projected to be relatively flat
1:11
or even the reimbursement rates are only seeing
1:14
modest increases. Right? Around 1.5%
1:17
while expenses are going triple or, you know,
1:19
quadruple of that. So
1:22
for AAC leaders, right, the days of relying
1:24
solely upon volume growth to mask inefficiencies
1:28
are over.
1:29
And what we do at Steel Health is
1:31
we bring this amped up mentality where, you
1:33
know, we try
1:35
to drive yield per operating room minute. If
1:38
you your old wars have gaps, right, or
1:40
if staff is bogged down and administrated, you
1:42
rework.
1:43
You aren't just losing time. Right? You're actually
1:45
leaking margin,
1:46
in an environment that no longer forgives it
1:48
or can afford it. Right? That's how we
1:50
look at the margins question in, 2025.
1:54
Yeah. I I think you said it really
1:56
really well when you when you you think
1:57
about ASC leaders can no longer just rely
2:00
on volume to mask inefficiencies.
2:02
I think that that says a lot right
2:04
there. Farzad, doctor Masudi,
2:06
can you introduce yourself a bit? And, also,
2:09
I is there anything you'd add to that
2:10
list that that Shritar said?
2:12
Absolutely.
2:13
Yes. I'm Farzad Nasudi. Thank you for having
2:16
me,
2:17
participate in this podcast.
2:19
Delighted to be here. I'm a full time
2:21
practicing neurosurgeon. I've been in practice for twenty
2:23
seven years in Orange County, Southern California.
2:26
And, I've,
2:28
had firsthand experience with operating out of variety
2:31
of outpatient surgery centers as well as hospitals.
2:34
And,
2:35
I have a unique perspective on Steer Health
2:38
because I'm not,
2:40
just the end user of all their products
2:42
and offerings in my own practice, but, I've
2:44
had
2:45
a helping hand in design and progression and
2:49
advances in the Steer Health platform
2:51
as one of the clinical advisors,
2:54
and I've had the distinct honor of, serving
2:56
on the board at Steer and working very
2:58
closely with Sridhar and the leadership team. I
3:01
think,
3:02
health care,
3:03
is,
3:04
really at a crossroads.
3:06
In my own experience over the last twenty
3:08
seven years,
3:09
We have really the gathering of a perfect
3:12
storm when it comes to health care delivery
3:14
in this country,
3:15
specifically speaking in outpatient surgery centers and hospitals
3:19
in particular.
3:21
We have a increasing labor shortage,
3:24
that is manifesting itself across the spectrum in
3:27
health care,
3:29
which is really colliding with inherent and baseline
3:32
and, really
3:34
embedded inefficiencies
3:36
of the system,
3:38
from a health care delivery standpoint as well
3:40
as administrative,
3:41
standpoint.
3:43
And, it is really resulting
3:46
in erosion
3:47
of,
3:48
profit margins,
3:50
erosion of
3:51
operational efficiencies,
3:53
and,
3:54
really putting a dent into the
3:57
maximal and optimal utilization of the capacity of
3:59
the surgery centers.
4:01
And a lot of that is
4:04
really the result
4:06
of increasing
4:07
administrative burden,
4:09
repetitive tasks that, have a tendency to, fatigue
4:13
and demoralize
4:14
the already short labor
4:16
and the staff that we have. And then
4:19
some of the,
4:21
unexpected things that can happen with patient care
4:24
delivery and
4:26
cancellations and delays leading up to surgeries and,
4:29
the the procedures that have been scheduled. So
4:31
we have a perfect storm here that is
4:34
really eroding margins and eroding,
4:36
labor morale.
4:38
And, I think,
4:39
we
4:40
at Steer have
4:42
really a good solution
4:44
to these problems
4:45
with AI enabled automation of processes,
4:50
really stemming out of our experience deep experience
4:52
with health care and our experience in the,
4:56
trenches of health care delivery and patient care
4:58
delivery as I've seen it in the past
5:00
several years.
5:01
Yeah. And and and Farzad, that that steers
5:04
us right to where we wanna go next,
5:05
which is really unpacking. I mean, I I
5:08
think some folks out there, they they might
5:10
realize this themselves already.
5:12
But wanna unpack the why behind automation, why
5:16
automation
5:17
is the logical next lever for improving financial
5:19
performance
5:20
in this perfect storm. And and how really,
5:23
how is it also helping ASCs better manage
5:25
capacity and and workflow demands? Farzad, let let's
5:28
begin with you.
5:29
Well, you know, anytime you speak of automation,
5:33
you have to be dealing with inherently a
5:35
set of,
5:37
highly important but repetitive
5:39
tasks that actually need to be done with
5:41
great degree of accuracy and precision
5:44
in order to have optimal end results.
5:47
And, you know, in that statement, we are
5:50
characterizing, summarizing at least 90% of what happens
5:53
in health care,
5:54
from,
5:57
to medical and cardiac evaluation of the patients
5:59
preoperatively
6:00
to optimization of the revenue cycle management and
6:03
billing that goes along with the health care
6:05
services.
6:07
Many tasks are very laborious,
6:09
but they are also predictable and repetitive.
6:12
So when you are,
6:14
faced with a situation like this, which is
6:17
resulting in administrative inefficiencies and erosion of, profit
6:20
margins,
6:21
automation comes,
6:23
very handy,
6:25
and it's a highly effective tool. So,
6:28
at Steer, we have spent a lot of
6:30
time trying to perfect a platform
6:33
that effectively and reliably and consistently
6:35
automates these repetitive tasks with the end results
6:38
that we really need to,
6:41
be accurate and
6:43
produce the optimal outcome for for the particular
6:46
entity. So here, it's a situation that is,
6:50
ideal
6:51
for automation.
6:53
And Shreedhar can, speak to how we've really
6:56
taken this automation
6:57
platform to the next level,
7:00
with the introduction of AI and AI enabled
7:03
automation
7:04
that has really made it a hyper personalized
7:08
and a very patient centric
7:10
process and experience.
7:12
Yeah. Fascinating to hear more there. Shreedhar, go
7:14
ahead.
7:15
Yeah. And then doctor Masuri articulated really well.
7:18
I think all the work that goes into
7:19
it, like, you know, obviously, terminology, like, t
7:22
twenty one, twenty one days before surgery, fourteen
7:25
days before, and seven days before.
7:27
There's so many,
7:28
little steps that can really impede or impact
7:31
the surgeon's schedule or anesthesiologist's
7:33
schedule the day before the surgery,
7:36
causing issues. And if you look at, you
7:38
know, last several decades,
7:40
you know, throwing people at this problem is
7:42
not the solution. I I truly believe in,
7:44
the current time,
7:46
automation is the only lever,
7:48
that can actually scale and address some of
7:51
these, repetitive
7:52
tasks. Right? Because talent is not there. You
7:55
know, the cost of hiring and, you know,
7:57
also,
7:58
the attrition is, you know, is very the
8:00
costs are very high. The way
8:03
we view,
8:04
automation, right, is kind of like the difference
8:06
between having your staff be drivers versus passengers.
8:10
And what I mean by that is really
8:11
right now, if you look at it, too
8:12
many skilled nurses
8:14
and surgical coordinators are passengers to bad workflows.
8:17
You know, stuck on the phone, you know,
8:19
trying to do the phone tagging or, like,
8:22
you know, chasing insurance companies for prior auths
8:25
or, you know, manually entering data between various
8:27
things. These are the tasks that are very
8:30
highly suited
8:31
and purposely
8:32
kind of, like, you know,
8:34
manifested for machines to do really a good
8:36
job.
8:37
That's that's where we look at when we
8:39
deploy
8:40
automation. We're offloading these repetitive low value tasks,
8:44
like all of them. This allows, like, you
8:46
know, obviously, your your highly valued staff to
8:48
focus entirely on clinical capacity,
8:51
surgical outcomes, and patient care. It's not just
8:53
about cutting costs, about increasing the velocity of
8:56
your ASC operations.
8:57
When you automate the intake,
8:59
the risk factors and try to drive, you
9:01
know, the prep work that goes before surgery
9:04
in a very structured manner,
9:06
and you have a virtual,
9:07
assistant or agent take AI, we call it,
9:10
do a lot of that lift, you now
9:12
have, staff that's kind of really freed up,
9:15
and you could run more cases per day
9:16
with the same headcount.
9:18
That's where I call pure margin ex expansion
9:20
can happen.
9:21
Yeah. And I I wanna get to something
9:23
that sort of or unpack a bit more,
9:25
something you you stated at the beginning of
9:26
of your response there, which is really the
9:29
challenges around that scheduling variability
9:31
that's sort of a constant in in in
9:33
the ASC world.
9:35
Can can you get into some details about
9:36
how precisely AI and automation
9:39
are helping organizations
9:40
shift from sort of this reactive response to
9:43
potential cancellations or issues with scheduling toward a
9:46
more proactive approach for for managing and and
9:49
and filling up open AOR time?
9:52
Yeah. Brian, great question. And this is one
9:54
of the biggest wins or opportunities we see.
9:57
Traditionally, if you look at an ASC, a
9:59
cancellation at 2PM for the next more next
10:02
morning was a kind of a dead slot.
10:04
So you receive a cancellation request 2PM today
10:07
for tomorrow's
10:08
morning search day at 10:10AM.
10:11
It it it was lost revenue because no
10:13
human could scramble and fast enough to really
10:16
get that slot reoccupied. Right? So
10:18
what we have moved from reactive to proactive
10:20
by using what we call smart backfill
10:23
and waitlist auto pull. So our
10:26
technology and platform doesn't just see an empty
10:29
slot. It it manages the wait list, identifies
10:31
patients who are clinically cleared
10:33
and insurance ready, and we can automatically reach
10:37
out to make sure we can put that
10:39
patient on that on that surgeon's schedule without
10:42
impacting them. Right? Again, we do that via
10:45
omnichannel approach. But, again, a lot of prep
10:47
work that goes into it. Right? Again, we
10:49
are keeping that ASC that that surgeon spot
10:52
valued highly and make sure they're practicing on
10:54
top of their license. If your patient, a,
10:57
a, that has, you know,
10:59
a a a tennis elbow surgery is dropped
11:01
off, we can pick the next one that
11:03
could fit into the same spectrum
11:04
and be able to do that. Right? So,
11:06
again, it's,
11:08
turning a manual chaotic scramble into seamless automated
11:10
work workflow. So that's how kind of, like,
11:12
we're essentially playing, you know, what they call
11:14
Tetris with the OR schedule in real time,
11:17
ensuring the block utilization remains high without burning
11:20
out the scheduling team. So we're keeping that
11:22
OR utilization optimal,
11:24
without the manual headaches and workflows involved.
11:27
Yeah. You you're you're playing Tetris, but you're
11:29
doing it very well. Correct. It's just like
11:31
I I think anybody who's played Tetris, you
11:33
you understand what it looks like when the
11:35
the the things go awry during that game.
11:38
Right, Tritar?
11:40
Yes. Absolutely. And that and that's where the
11:42
structure comes into play. And, you know, again,
11:44
type of depending on type of surgery, what
11:46
the process, and that's where our our smart
11:48
backfill is and kind of things fit in
11:51
with the right spectrum of surgical procedures that
11:53
fit into the one that get just got
11:55
canceled. And these are the things that we
11:57
go in, in detail as we kind of,
12:00
onboard clients and stuff and understand those spectrum.
12:02
But ultimately, Brian, it's about saving the surgeons
12:05
time and and the procedure and making sure
12:08
that it's optimized and, you know, the patients
12:10
are getting the care and make and and
12:12
particularly,
12:13
assessing those steps carefully.
12:16
That's excellent. Doctor Masudi, can you speak to
12:18
this from sort of the end user perspective?
12:21
Absolutely. I I think, Shrirhar articulated it very
12:23
well, and just to highlight some of the,
12:27
great points that he raised. As a surgeon
12:29
over the years,
12:31
last minute cancellations
12:33
because of avoidable issues and problems and challenges
12:36
have always been a big issue in my
12:39
practice and the practices of my colleagues.
12:42
A cardiac clearance that should have been done
12:44
three weeks before surgery gets done the way
12:46
the day before. And of course, it reveals
12:49
something that prohibits
12:51
us from proceeding with surgery is one example
12:53
of it, which is actually happens with quite
12:56
a bit of frequency.
12:57
So, really,
13:00
the combination,
13:01
I would say the brilliant combination of multi
13:04
agentic
13:05
AI platform,
13:07
enabling our automation,
13:09
processes,
13:11
has been a really an effective billion solution
13:13
for these problems. And the way I would
13:15
characterize this,
13:17
what AI has done for Steer platform, what
13:19
it has done for surgeons and,
13:22
our clients across the country is it has
13:25
provided an anticipatory
13:27
and proactive,
13:29
platform in which we can deal with issues
13:32
and predict them and predict problems
13:34
before they really arise to a point where
13:37
they interfere with the daily flow of,
13:40
surgeries and operations and, for instance, an outpatient
13:43
surgery center
13:44
and,
13:45
anticipating problems or recognizing patterns
13:49
of, for instance, delay in medical and cardiac
13:52
clearance or abnormal laboratories that, are not discovered
13:56
until it's too late and really having generated
14:00
a system of and,
14:03
a catalog of,
14:05
alternatives when it comes to surgeries to be
14:07
able to, as Rudhar put it, backfill
14:10
a surgical
14:11
slot that has been not been been made
14:14
vacant,
14:15
literally last minute,
14:17
are tremendous tools,
14:19
that now we have at our disposal
14:22
to,
14:23
increase and enhance our,
14:25
operational efficiencies,
14:27
enhance predictability
14:28
of a particular day,
14:30
days work, worth of workflow
14:33
at a surgery center in the hospital.
14:35
It really does,
14:37
tend to relax
14:39
the general temperament
14:40
of the staff because they're not worried about
14:42
all these unpredictable things that can happen last
14:45
minute.
14:46
Improves patient care and patient flow processes.
14:49
And at the end of the day, you
14:50
know, we're living in an environment in a
14:51
world where everything is very patient centric.
14:54
Everybody is customer service oriented,
14:57
and it just really results in better patient
14:59
care service,
15:01
higher satisfaction rates. And, you know, has
15:04
referred this,
15:06
to before as,
15:08
really intelligent optimization of,
15:11
untapped capacity,
15:13
of surgery centers and hospitals,
15:16
that you really are operating to the maximal,
15:19
ceiling of potential you have as opposed to
15:22
having,
15:23
deficiencies and inefficiencies
15:25
undermine your
15:26
profitability and clinical outcome.
15:29
Yeah.
15:30
And beyond sort of even just the the
15:32
scheduling component, the the the OR optimization component
15:36
that can,
15:37
you know, boost revenue and help financial performance,
15:40
so much of this front end work that
15:41
has implications
15:42
for for revenue in other ways too, thinking
15:45
through making sure registration is correct, verification or
15:48
estimates to prevent denials. Right? Because denials
15:51
and administrative rework are a major challenge for
15:54
for for ASC. So can can you unpack
15:56
that a little bit too about how this
15:58
kind of stuff can help get in front
16:00
of denials, prevent them before they even get
16:02
going? Farzad, maybe we'll begin with you and
16:03
then Absolutely. Shreedha, it'll be from you too.
16:06
One of, one of the accomplishments we're proud
16:09
of and one of our claims to fame
16:11
is how we have really through automation and,
16:14
multiagentic
16:15
AI, enablement
16:17
have really optimized your revenue cycle management.
16:20
And a big part of, optimization of revenue
16:23
cycle management is, again, that sort of an
16:25
anticipatory
16:26
proactive intervention
16:27
in terms of, really checking all the boxes,
16:30
making sure that the claims that are generated
16:33
are administratively
16:35
well founded.
16:36
And actually these days, we can,
16:39
even
16:40
optimize the combination
16:42
of CPT codes and claims that are submitted
16:44
to the insurance company before they're submitted
16:47
and then have a a really an automated
16:50
AI enabled,
16:51
process that we can,
16:53
go back to deny claims
16:56
and resubmit the claims with adequate explanation and
17:00
clinical support and documentation to maximize,
17:03
our turnovers on denial. So revenue cycle management
17:07
in its all aspects and forms from the
17:09
day, the moment the patient gets registered to
17:11
when the CPT claims are generated and how
17:14
the denials are met and dealt with,
17:17
are a big part of this
17:20
picture
17:21
where centers,
17:22
doctors, and hospitals are struggling,
17:25
with a declining revenue stream and how we
17:27
can optimize that revenue cycle management through this
17:30
very stepwise
17:32
proactive anticipatory
17:34
intervention.
17:35
Excellent. Shreedhar, what would you what would you
17:37
add there? And then be curious too if
17:39
you you you could you could anchor us
17:41
with maybe a specific success story in terms
17:43
of what this looks like when you get
17:45
capacity management and RCM automation right.
17:48
Absolutely, Brian. And doctor Masuri articulated really well.
17:51
The point I want to highlight is
17:53
the battle for margins as we started this
17:55
conversation is really either won or lost days
17:58
before the patient enters the facility.
18:00
I think this is where we call, like,
18:02
you know, automation of the entire financial clearance
18:05
phase,
18:06
which will basically includes, you know, insurance eligibility.
18:10
But most importantly, prior authorization,
18:12
preparation,
18:13
along with apply applying agentic AI. You You
18:16
know, pay yourself sophisticated mechanisms around things. How
18:19
do you really counter, kind of, like, you
18:21
know, provide,
18:22
equal footing of really being able to approve,
18:25
get those approvals on time. And, you know,
18:27
along with it, sending good faith estimates to
18:29
patients ahead of time. Right? These are things
18:32
we do and streamline this and what we
18:33
call, like, the financial clearance space. So our
18:36
system
18:37
can can flag an authorization issue or coverage
18:40
gap instantly,
18:41
and then identify whether this this is a
18:43
case that might get really delayed or someone
18:45
needs to get on the phone. And and
18:47
this way, I call human in the loop
18:48
what flows to make sure that things that
18:51
are really streamlined, automated, can still be addressed.
18:54
Things like again, when you automate this, you
18:55
can reduce the sticker shock for patients and
18:58
also send, you know, automated, you know,
19:00
notifications. So all parties, including
19:03
surgeon's office, the the anesthesiologist,
19:06
and everyone is, like, all kept in the
19:07
loop and remove that administrative burden for the
19:10
financial side. Now to your second part of
19:12
your question, right, you know, we work with
19:14
several ASCs, but I'll bring, like, you know,
19:16
a high performance surgical group in in Chicago,
19:19
you know, that really embodies the shift. Like,
19:21
they deal with, you know, high acuity, spine,
19:23
orthopedic cases, you know, where an empty slot
19:26
can be incredibly expensive. Right? So
19:28
before working with Steer, they faced a typical
19:31
bottleneck staff, but it didn't phone calls,
19:34
late cancellations, manual prep,
19:36
and engagement gaps. Right? By implementing,
19:40
some of the workflows that we have we
19:41
have discussed so far, the automated,
19:44
kind of, you know, what we call the
19:45
surgical patient journey,
19:47
from the initial referral all the way, you
19:50
know, through
19:52
t twenty one fourteen seven.
19:54
These things that are really specific to insurance
19:57
or financial clearances.
19:59
And also, the second part of it is,
20:01
like, you know, clinical
20:02
clearances, risk assessments. When you do risk assessments,
20:05
right, also applying AI to see, you know,
20:07
what are other other considerations or factorial,
20:10
things that can come into play. I think
20:12
these are elements, again, that are extremely
20:14
kind of automated, which we have all done
20:16
manually before. The result is
20:18
significant increase in provider and staff engagement
20:21
because the the busy work disappeared. So,
20:25
one of their spine surgeons noted that, you
20:26
know, patients were showing up better prepared for
20:28
surgery
20:29
because the education the patient education sequences are
20:32
working.
20:33
And and that's ultimately, that's where we see
20:35
and they saw detection in note in the
20:37
late last minute cancellations.
20:40
That's what we take pride in. We look
20:41
at the current state and really apply those
20:43
anchors to figure out what are the next
20:45
best steps so we can kind of what
20:47
I call crawl, walk, run, identify the pain
20:50
points and solve those things and then get
20:52
to the next one. Because we provide entire
20:54
spectrum
20:55
of, you know, patient journey in the surgical
20:57
workflow workflow on top of the HR.
21:00
Excellent. Appreciate, you getting into those specifics there.
21:03
Before I let you gentlemen go, I wanna
21:05
tap on each of you to to share
21:07
any closing thoughts you might have. Maybe it's
21:09
something you wanna reemphasize from our conversation today.
21:12
Maybe it's a a a new thought, or
21:14
or something you weren't able to get to
21:16
in some of our our previous,
21:18
questions. Farzad, let's begin with you. What what
21:21
what closing thoughts would you like to leave
21:22
our listeners with? In closing,
21:25
I would like to, just,
21:27
remind our listeners
21:28
fact that health care is in a very
21:30
unique,
21:32
crossroads.
21:33
We are really realizing
21:34
the kinds of inefficiencies and problems that health
21:37
care delivery and patient care delivery in this
21:39
country has. And ultimately, it's gonna come come
21:42
down to
21:43
hospitals and surgery centers and medical groups that
21:46
utilize
21:47
automation processes and AI enabled platforms
21:50
to enhance revenue streams, enhance
21:53
operational efficiencies, and improve patient satisfaction rates versus
21:56
those who don't have these platforms.
21:59
And I think the,
22:00
organizations
22:01
that avail themselves,
22:03
of these new technological breakthroughs that, for instance,
22:07
Steer Health can offer are at a clear
22:09
competitive advantage compared to the ones that choose
22:12
not to. And there's gonna be a bifurcation
22:15
in the road to success and prosperity,
22:18
in the future of these organizations
22:20
in a very close imminent future.
22:23
Thank you, doctor Masudi. Tredart, what do you
22:25
have? Yeah. I think, my closing thought for
22:28
the audience, I think, you know, I think
22:29
we are what I call, like, an infinite
22:31
game in ASCs.
22:33
The goal isn't just to survive. You know,
22:35
now with the
22:37
technologies and agent EKI that we offer,
22:40
you know, I think it's it is to
22:41
build an operating system that allows you to
22:44
adapt faster than the rest of the market.
22:46
I would say don't wait for the perfect
22:48
time to modernize. You know, velocity matters.
22:51
How your staff experience, surgeons experience matters.
22:55
I would say start automating the small friction
22:57
points today, and you will build a momentum
22:59
to tackle the big ones very soon. So
23:01
I think in the coming year, I think
23:03
I do see, like, lot of ASCs, you
23:05
know, kind of leveraging agentic workflows.
23:08
Some are doing it today, but, you know,
23:09
other again, adoption rates will be much more
23:12
imagine an AI that notices a denial for
23:15
a case, logs into the patient portal, and
23:17
initiates the appeal draft for a human to
23:19
review. I think that's where we're heading. I
23:21
think we're
23:22
automating the pre op, post op communications, I
23:25
think, is where really the game is going
23:26
to be rewarding for people that, you know,
23:28
really act, and do it effectively.
23:31
Shreedhar, appreciate you. Farzad, thank you so much.
23:34
It's always a a pleasure speaking to both
23:36
of you. Thank you so much for coming
23:37
on the podcast.
23:38
Thank you, Brian.
23:40
Thank you, Brian. Appreciate it. Also wanna thank
23:42
our podcast sponsors, Stear Health. You can tune
23:44
to more podcasts from Becker's Healthcare by visiting
23:47
our podcast page at beckershospitalreview.com.