Latest / CareTalk: Healthcare. Unfiltered. / The Messy Reality of Healthcare Referrals w/ Trey Holterman, Co-Founder & CEO, Tennr

Transcript

The Messy Reality of Healthcare Referrals w/ Trey Holterman, Co-Founder & CEO, Tennr · CareTalk: Healthcare. Unfiltered.

• 0:07
  John: Welcome to Care Talk America's home for incisive debate on healthcare, business and politics.
• 0:12
  John: Today I am very excited to hear the story of Tennr and we have the co-founder and CEO Trey Halterman to to walk us through what is one of the more exciting AI assisted health tech companies.
• 0:27
  John: Welcome Trey.
• 0:29
  Trey: John, uh, excited to, uh, to be here with you.
• 0:31
  Trey: Um,
• 0:32
  John: yeah.
• 0:33
  John: So how did, how did you get interested in healthcare and tech and ai?
• 0:37
  John: What's your, what's your, before we get into the what Tenner does and Tennr's origin story, what's yours?
• 0:43
  John: I.
• 0:43
  Trey: So, I guess, uh, I, I mean, clo closely sort of, uh, intertwined, to be honest.
• 0:48
  Trey: I don't have, uh, a nice storied career like you, uh, behind me.
• 0:51
  Trey: I, uh, got into this mess basically.
• 0:55
  Trey: Uh, like all the good things, all the good decisions I made effectively started by being made fun of by my mom.
• 1:00
  Trey: So we were, um, starting basically at Stanford.
• 1:03
  Trey: We we're, we were operating at the Stanford AI Lab.
• 1:05
  Trey: We were doing a research project.
• 1:07
  Trey: And basically, um, you know, in, in 20 20, 20 21, it was like.
• 1:11
  Trey: Fairly obvious to folks that were playing around with the early Google Vision models, um, folks that were, um, you know, using GPT two where you could, it was like, okay, there's going to be sort of a, a very interesting unlock here.
• 1:24
  Trey: And, uh, basically every single, like, uh,
• 1:28
  John: but at that, at that time, there were all these errors.
• 1:31
  John: Even then you knew that this, that there, that you, you, you could couldn't see the momentum of ai.
• 1:37
  Trey: We sort of not, maybe not like the, like at that point in time, to give you some context, it was like you would get, people were like depressed because if you were focusing on ml, you were basically going to be relegated to, uh, working on ad algorithms for Facebook or TikTok.
• 1:51
  Trey: That was like the main thing.
• 1:52
  Trey: And then in medical, in the medical space, the only things that people were really excited about were like Andrew's lab on, um, on radiology reading.
• 2:00
  Trey: So, and that's of course led to a bunch, so.
• 2:03
  Trey: Simultaneously, right from both sides of it.
• 2:05
  Trey: You could see like where there was over hype, like, and honestly led to a massive radiology shortage.
• 2:10
  Trey: And where there was potentially under hype.
• 2:12
  Trey: And if you also remember about five years ago, basically every young smart person was being told, um, you should really be in this thing called crypto.
• 2:20
  Trey: And we were like just trying to do anything but crypto.
• 2:23
  Trey: Uh, I, you know, basically, well
• 2:25
  John: actually a bet on either seems to work out well, at least to date.
• 2:29
  Trey: Yeah, no, and trust me, we looked like idiots for quite a few years there.
• 2:33
  Trey: Um, and now, right?
• 2:34
  Trey: Every, every venture capitalist is love and healthcare.
• 2:37
  Trey: Uh, and I think there's a big opportunity and a big moment, right?
• 2:40
  Trey: Because there's a perfect match of the type of problems in the industry and sort of a solution tech technology that came about.
• 2:45
  Trey: Um, but yeah, no, we, we had many a investor or what would've been an investor maybe try to convince us to go into crypto.
• 2:51
  Trey: So anyways, we were sort of adamant that like, hey, um.
• 2:54
  Trey: We sort of started thinking about projects at the time through the lens of like, what would our kids, um, make fun of us for not doing?
• 3:02
  Trey: And we were both kind of like, if we don't explore this technology, our kids are gonna make fun of us for this someday.
• 3:07
  Trey: And, uh, the way that we made fun of our parents, you seem to
• 3:09
  John: be very shame driven.
• 3:10
  John: Trey.
• 3:12
  Trey: Yeah, man.
• 3:13
  Trey: Uh, that is, uh, that is, that is definitely, uh, definitely become apparent here.
• 3:17
  Trey: Um, you know, but, uh, look smart enough, thankfully to listen to the only, the smart thing was just.
• 3:24
  Trey: Listening to my parents, my mom, and she would basically say, Trey, you wanna solve an interesting problem.
• 3:29
  Trey: Um, it was basically between solving her problem and solving my little sister's problem in, in her sorority.
• 3:35
  Trey: Um, and, uh, my mom's problem, which is much more interesting, um, was she'd say, Hey, why is it that when I send a patient out to the local imaging center, it feels like I'm sending them into a black hole?
• 3:46
  Trey: So she's on the family medicine side and she's referring patients out all the time to get imaging for this.
• 3:50
  Trey: Imaging for that.
• 3:51
  Trey: She's like, it just seems weird, right?
• 3:53
  Trey: It seems wrong that, that I call them, they have no idea what, you know, patient that I'm talking about.
• 3:57
  Trey: And, and the patient comes back in inevitably and I'm like, Hey, did you go get that imaging?
• 4:01
  Trey: And they never did.
• 4:02
  Trey: Right.
• 4:03
  Trey: And so that was super, that was just kind of an interesting problem to us because we knew that of course it resolved, it revolves massively around faxes and, um, you know, it was, it was sort of this like interesting.
• 4:16
  Trey: Uh, entrance point because we came in and when we tried to sort of solve this problem for the imaging center, so we go over to the imaging center, the, uh, we weren't interested in replacing their faxes.
• 4:25
  Trey: We were really convinced that you could actually build their sort of dream solution with the faxes.
• 4:30
  Trey: And that was like really, really exciting.
• 4:33
  Trey: So you're
• 4:33
  John: not trying to kill the fax machine, you're trying to automate it.
• 4:36
  Trey: No, we've, uh, yeah, we've made, we've spent a lot of, uh, marketing dollars on this whole idea that, like, when everybody is saying, kill the facts, destroy the facts, we actually think, frankly, like the facts is a completely fine modality.
• 4:47
  Trey: It's about as good as a phone call.
• 4:48
  Trey: It's, it's unstructured, it's messy.
• 4:50
  Trey: But, um, you know, both the phone and the facts are, are being really handled and, and put on rails, um, in ways that were and resilient.
• 4:59
  John: Highly resilient, highly,
• 5:00
  Trey: highly resilient, robust.
• 5:01
  Trey: They've, they've, it's a network protocol really that like everybody adheres to.
• 5:06
  Trey: So it works.
• 5:06
  Trey: And that was always our approach.
• 5:07
  Trey: And that's like, you know, again, our background is more from the technical lens than from the healthcare lens.
• 5:12
  Trey: And that was, I think what allowed us where everybody else.
• 5:15
  Trey: That was much smarter than us and, you know, much more sophisticated than us was like, Hey, we are going to, you know, do away with this facts entirely.
• 5:22
  Trey: We were like, well look, people have had 20 plus years with solid database technologies to, to build around it and they haven't been able to.
• 5:28
  Trey: What if we start with the assumption that we have to solve this, solve this facts with it, and um, and that was really how we got started.
• 5:35
  Trey: We basically said.
• 5:37
  Trey: Anybody that's got a fax problem, we are going to deal with the, the messiness, the, the a hundred plus pages, the 10 patients on one thing, the 10 patients, or the one patient on 10 different docs.
• 5:46
  Trey: And it got, got us into the intake space.
• 5:48
  Trey: And we've effectively just taken the same platform methodology from there to work on every workflow that that originates from these sort of unstructured, uh, clinical discharge notes.
• 5:58
  Trey: And, um, you know, patients getting, getting their, their documentation passed around.
• 6:03
  John: What I love about your solution is you're trying to work with healthcare, the healthcare basics as they are, while also trying to solve kind of a simple but really naughty problem that affects every patient in healthcare.
• 6:15
  John: I mean, and I think your mother, your, I thank God for your mother outta crypto.
• 6:20
  John: Um, so, so, so step back and, and you know, there's a, most people who were selling AI solutions like a hippocratic wind jaws, like, are saying we're gonna not just boil the ocean, but reinvent it and, and, and turn, you know, water into wine as well.
• 6:35
  John: And it desalinate it.
• 6:36
  John: Like there's, there's, there we are in a hype cycle.
• 6:39
  John: Where everybody who's, who wants to raise a lot of money has to say they wanna solve every co large complex problem from protein folding to, to, to automating nurses and doctors.
• 6:50
  John: I, I'm very intrigued with the fact that you're taking a very large, very naughty problem, but really just trying to solve it.
• 6:57
  John: What, how do you, how do you bring AI to.
• 7:01
  John: Solve the problem here and what's the promise of what you can do?
• 7:04
  John: That's, you know, you've raised a lot of money, so obviously a lot of other people believe you can solve this problem, and what's the value if you can solve it at scale?
• 7:13
  Trey: Yeah, no, I mean, you bring up a couple good points.
• 7:14
  Trey: I, I don't think you know this, but this is funny.
• 7:16
  Trey: My, uh, I actually worked for Moon Jaw.
• 7:18
  Trey: I was an intern at, uh, at a past company of his, uh, like seven, six or seven years ago.
• 7:23
  Trey: Uh, no
• 7:23
  John: wonder you could raise money.
• 7:25
  Trey: No.
• 7:26
  Trey: So, to be honest, actually, I met him and I worked, you know, as an intern under him.
• 7:30
  Trey: By the way, it was funny, they thought I was a spy 'cause I asked so many questions.
• 7:33
  Trey: So they pulled me into a room and we're like, all right, are you sent from a competitor anyways, by the way.
• 7:36
  Trey: So I met gel and I was like, I came to the conclusion, I was like, I will never be able to do what that guy does.
• 7:40
  Trey: Um, so I have to try a fully different tact.
• 7:43
  Trey: Right.
• 7:44
  Trey: And, uh, again, like I think he's a, he's a great sort of visionary.
• 7:48
  Trey: Um, I like to joke that we couldn't raise money until the company was great, basically.
• 7:54
  Trey: Uh, I was horrible.
• 7:55
  Trey: Uh, at our pre-seed round.
• 7:57
  Trey: Horrible raising our seed round.
• 7:59
  Trey: And then once there was customers to talk to, the series A was super easy.
• 8:02
  Trey: The series B was super easy, the series C was super easy.
• 8:06
  John: And who were those?
• 8:07
  John: Just who, who were those customers that that kind of validated?
• 8:10
  Trey: So, um, we started really in outpatient and ambulatory setting.
• 8:14
  Trey: So like that black hole imaging center.
• 8:15
  Trey: I'm not going to expose who they are, but they're seriously sized imaging center and.
• 8:21
  Trey: We basically zeroed in on drugs, devices, and diagnostics originally.
• 8:25
  Trey: So we were working with, and we still do of course, work with outpatient ambulatory infusion centers, specialty pharmacies, DME, uh, imaging centers of course, and then really expanded most recently, or not that recently, now, I guess, but then expanded into more clinical settings and into, uh, health systems where it's really about making sure a referral stays in network.
• 8:46
  Trey: And even though things don't live on the faxes, they live on these sort of, um.
• 8:50
  Trey: They live in processes that exist in people's heads.
• 8:53
  Trey: They exist on clinical charts and clinical notes.
• 8:56
  Trey: And I've always said, right, our job is to make it a, a very, very streamlined process to get a patient from point A to point B.
• 9:02
  Trey: And to your point, you said this, it's a solvable problem, right?
• 9:06
  Trey: We're not interested in, uh, like solving every problem.
• 9:09
  Trey: We think that if you can get patients from point A to point B when they're meant to get there.
• 9:12
  Trey: Quickly, effectively, without the back and forth, without the bs, um, you know, we can hopefully, you know, wipe our hands, uh, clean in maybe 10 years and say, Hey, we did it job well done guys.
• 9:22
  Trey: We did a good job.
• 9:22
  Trey: Let's go home.
• 9:23
  Trey: Uh,
• 9:24
  John: the, this, what you're solving for is reducing the complexity and the friction of basic point to patient, to place, to device, to whatever.
• 9:34
  John: How, how do you charge for that and what's the benefit for the patient?
• 9:39
  Trey: Yeah, so we charge almost always the receiving provider.
• 9:43
  Trey: So you know, you as a receiving provider, you may say, Hey, well I got backlogs, I got wait time, and things of that nature.
• 9:49
  Trey: Um, and we come in and we basically put the process of.
• 9:54
  Trey: What we call the pre-visit patient processing process, and we put it on rails and the work and the hard sort of reasoning steps are done by models.
• 10:03
  Trey: Um, it a sort of slew of these models we've built in-house to do work.
• 10:07
  Trey: We don't say agents.
• 10:08
  Trey: Isn't
• 10:08
  John: this simple?
• 10:09
  John: I mean, it's healthcare.
• 10:10
  John: Tre, what shouldn't this be like really straightforward?
• 10:12
  John: What, what problems do the does?
• 10:15
  John: Where does automation and intelligence actually help you accelerate and simplify the solutions?
• 10:21
  John: Totally.
• 10:22
  Trey: Well, I I, we, we take a lot of inspiration from sort of 1980s manufacturing America.
• 10:26
  Trey: If you looked at the processes that went into making most goods, um, you, you would say, well, look.
• 10:32
  Trey: You're gonna get insane and tremendous amount of benefit from just setting up with dedicated workstations, sort of the right sort of manufacturing principles.
• 10:40
  Trey: And so everybody did that in like the sixties and seventies.
• 10:43
  Trey: And then, you know, technology came around that really allowed you to do a bunch of novel, interesting things.
• 10:48
  Trey: But the way the workstations were set up and the sort of factory lines were set up, none of them were really optimized for the technology.
• 10:54
  Trey: The reality is healthcare today is kind of both.
• 10:56
  Trey: It's neither usually like optimized from just a workforce and workflow perspective.
• 11:00
  Trey: And then it's also certainly not in position to benefit the most from technology that can sort of make these like non-deterministic reasoning decisions.
• 11:07
  Trey: So when we come in and frankly we're doing.
• 11:09
  Trey: Both.
• 11:10
  Trey: We're basically taking this like, strangely what seems simple, but always is very unstructured and requires human determination process and putting it on rails.
• 11:19
  Trey: And then you're only really automating because now that it's on rails, you know that part that you needed, you know, somebody to sort of get involved, make a judgment call about, hey, well, you know, is that a, is that a Medicare or is that a, you know, a, um, a, um, a, is that actually sort of A-B-C-B-S, New Jersey plan?
• 11:34
  Trey: And you can tell that by the PO box.
• 11:36
  John: Just the non-deterministic reasoning.
• 11:38
  John: Let's just pull up that string a little bit.
• 11:41
  John: The kinds of things that would fit in that box, I would imagine would be.
• 11:45
  John: Benefit verification, eligibility plan, location, multiple points of coverage, uh, potentially geography or some behavioral aspects that would cue towards or learn from where people are failing in that referral process.
• 12:00
  John: Because when people don't get the referrals, the scans, the drugs they need, the benefit to the patient is, is actually getting through that maze of complexity that they don't even, they shouldn't even be responsible for.
• 12:12
  John: So I guess there's clear upside to the patient, but is that the right kind of gumbo of problems that you're trying to solve with, with, with, with technical reasoning?
• 12:23
  Trey: Yeah, that's absolutely like one step for payer plan selection, so you can run that.
• 12:28
  Trey: I would say the experience of the patient.
• 12:30
  Trey: The patient almost never knows that Tennr exists.
• 12:31
  Trey: The experience of the patient is simply by the time they're in the parking lot, they're getting a call and they're ready to go, um, you know, getting their next appointment.
• 12:38
  Trey: That's sort of the, the dream patient experience that we create.
• 12:41
  Trey: And it all, it's all enabled by running sort of the behind the scenes factory properly.
• 12:47
  John: What's the hardest problem you had to solve there?
• 12:50
  John: That's a great question.
• 12:50
  Trey: So there's really twofold.
• 12:52
  Trey: Like one is you have all these product skews that have to be built, and yet the way that you deploy into, you know, some of the most important health systems in the country, like has to be configured to their instance, to how they run.
• 13:05
  Trey: And so matching, mapping the balance of, you know, deep product.
• 13:10
  Trey: Skews and development with configurability.
• 13:12
  Trey: It's like an age old sort of enterprise software problem, but you have to nail it to nail special and it's sort of been put onto hard mode when you have non-determinism because things wanna go off the rails really, really fast.
• 13:23
  Trey: I mean, this is
• 13:23
  John: hard.
• 13:23
  John: Either or they're, or they're totally idiosyncratic.
• 13:25
  John: I mean, and is that, is that the physical, that's a physical as well as technical problem.
• 13:30
  John: 'cause you almost have to walk through.
• 13:32
  John: The life of the patient and the life of the provider, the life of the administrative staff, to probably figure that out
• 13:37
  Trey: exactly when, when a process like processes are hard, even when they're like ones and zeros on a billing system.
• 13:42
  Trey: Now, if things can go every which way, you have to test a lot more.
• 13:45
  Trey: You have to run your own evals a lot more.
• 13:46
  Trey: So that's really, really tricky.
• 13:48
  Trey: And then simultaneously, you know, we integrate in over 47 different EMRs.
• 13:51
  Trey: I mean, it's.
• 13:52
  Trey: Serious undertaking.
• 13:53
  Trey: We have a very large integrations team and, um, where we, and
• 13:56
  John: just, and just just to sort of con, conceptualize the problem are something up to 30 to 50% of all referrals.
• 14:05
  John: Are not followed through.
• 14:06
  John: So That's right.
• 14:07
  John: You're, you're, you're, it's a massive breakdown in a system of where we suffer from chronic disease.
• 14:14
  John: Chronic disease is, is classically a disease of some disease of complexity that requires follow up and follow through on referrals.
• 14:22
  John: And in a system where 50% of the referrals fail, forget whether they go.
• 14:26
  John: Whether they are, and I think that's all referrals, not just referrals to the perfect provider, which would be even another level of optimization, but it's a monster problem.
• 14:35
  John: You're actually, you know, chipping away at.
• 14:38
  Trey: Oh, a hundred percent and, and ends up in a situation where the only patients that are really getting care are the ones, um, and you know this well, right?
• 14:46
  Trey: Are the ones that are hypervigilant, hyper competent.
• 14:49
  Trey: They know exactly who to follow up with and, and how, and, um, that's just, that's just, it's not an expectation, frankly, uh, that you can have for a patient population that needs to go and get care.
• 14:59
  Trey: Um.
• 15:01
  Trey: Uh, I think everybody's got some experience or another of, of feeling like they've been sort of sent into the black hole of healthcare and are like, I don't know which way is up.
• 15:08
  Trey: So, yeah.
• 15:09
  Trey: Absolutely.
• 15:10
  Trey: And our belief is that you solve it from the receiver side.
• 15:13
  Trey: Yeah.
• 15:13
  John: Yeah.
• 15:14
  John: Well, I think you also are, are really being very respectful of the topography of healthcare as it is.
• 15:19
  John: I think so.
• 15:19
  John: A lot of technical founders say, I mean, I've watched this now three times in my career where I'm, I'm from outside, outside of healthcare, you're all stupid.
• 15:28
  John: Here's the solution.
• 15:29
  John: And in some ways they're right.
• 15:31
  John: It is kinda stupid the way things are and the solution might help at some level, but until you adapt it to the economic, architectural, personal, cultural, and specific.
• 15:41
  John: Topography of how things work, which appears to be the way you're, you're driving this.
• 15:46
  John: So what, what's the, what's the, so we've thought about the patient, um, benefit is they get actually to the referrals they need and they get the care they deserve.
• 15:58
  John: From a, from a, a hospital administrator or a doc running a department.
• 16:03
  John: This has gotta have some impact on throughput and output.
• 16:07
  John: And at a time when we aren't produ manufacturing, we're about hundreds of pro proforma, hundreds of thousands of, of more short of the doctors and nurses we need.
• 16:17
  John: And a tight restriction on immigration.
• 16:21
  John: What's the administrative pickup here is does this actually Im improve and expand the ability to, for workflow for doctors and staff.
• 16:29
  Trey: Yeah, absolutely.
• 16:30
  Trey: I mean, on the one hand, right on more nursing and ma staff there is just insane sort of, uh, relief from the clinical workflow side of things.
• 16:38
  Trey: There's a lot less work.
• 16:40
  Trey: And then on the throughput side, right, we see, um.
• 16:43
  Trey: Very, very significant, um, you know, increases the sort of median, right?
• 16:47
  Trey: Falling go live is a 17%.
• 16:49
  Trey: And these are folks that say, Hey, we have zero downtime.
• 16:51
  Trey: Well, what, what they often don't really realize is that when you're converting patients that quickly and you can have a nice backlog of patients that are ready to go and you know that they're, um, you know, eligible for service, you've got far fewer, um.
• 17:04
  Trey: No shows.
• 17:05
  Trey: You got patients getting turned around far faster.
• 17:07
  Trey: And so yeah, throughput is massive.
• 17:08
  Trey: Reduction of denials is really massive and more complex procedures.
• 17:11
  Trey: And then of course, like operating efficiency.
• 17:13
  Trey: It is just a, uh, there is a lot of, of, um, of room to, to do a lot more with less.
• 17:20
  John: How are you cracking the denial piece?
• 17:22
  John: 'cause I would think of that as more of a traditional revenue cycle.
• 17:26
  Trey: Yeah.
• 17:26
  Trey: And one of the biggest things I think that's led to our growth is we've effectively proven, we've proven our case that over 50% of denials are avoidable upfront.
• 17:34
  Trey: And actually, um, you're gonna make the biggest impact when you have the patient on your side, um, you know, helping you basically.
• 17:42
  Trey: Get all the documentation that might be necessary to support, you know, especially in a, in an authorization process or of course, just making sure you have the right insurance at hand.
• 17:51
  Trey: So that's particularly in our, you know, insurance benefits manager product.
• 17:55
  Trey: But you can just, you can avoid an incredible amount of denials, but make sure you have the right payer, the right plan under the right service.
• 18:01
  John: And, and you certainly have solved your problem of raising money.
• 18:04
  John: Is it right that you've raised about$160 million in a year and a half?
• 18:08
  Trey: Yeah.
• 18:09
  Trey: Yeah, that's right, by the way.
• 18:10
  Trey: And I do it.
• 18:11
  Trey: I, I just, I don't, I've never, I've never, uh, you know what I realized, like in the valley there's a lot of people that say a lot of things, promise a lot of things.
• 18:19
  Trey: I grew up there and I was like, I'm never gonna do that.
• 18:21
  Trey: I'm just going to say.
• 18:22
  Trey: And so I'm gonna say exactly what we're going to do, how we do it, and, and, uh, never really over promise.
• 18:28
  Trey: And, uh.
• 18:29
  Trey: That's been kind of the magic because then you have a army of people that are really rooting for you and really wanna see you succeed and they're excited to see what you're gonna do next.
• 18:36
  Trey: And so that's been, um, that helps me sleep a lot better at night too.
• 18:40
  John: I'm thrilled at what you're doing.
• 18:42
  John: What, what are you gonna do with all the money?
• 18:44
  Trey: Uh, I mean, like, look, there's, there's some really unsexy answers and there's some really exciting answers.
• 18:47
  Trey: I'll skip the most of of money goes into scaling the operation, right?
• 18:51
  Trey: You gotta front all the capital required to go and get like, you know, a great, uh, more product and eng team basically, like that's, we're we're pushing on the product side.
• 18:59
  Trey: Dramatically.
• 19:00
  Trey: Um, look, the, the, then the thing that's super, super interesting that I think is maybe worth mentioning is, right, we're obviously taking patients from point A to point B, but we're incredibly interested in helping make sure they identify point C, point D, point E and F and and so on and so forth.
• 19:14
  Trey: And so we are absolutely taking some very, very big swings at saying, look, we've got this massive network now of, I'm not even sure the amount we've raised really reflects the patient volumes that we're doing, the providers that we have in our network and saying, Hey.
• 19:29
  Trey: Look, we have this broad array of providers and this massive,
• 19:32
  John: what, what would be, are any any names you could suggest to places where you can, you're, you're already established that you can share with the audience?
• 19:40
  Trey: Yeah, so I, I mean, just say take, take basically almost any outpatient specialty, uh, area, and we will have somebody in the top five, right?
• 19:49
  Trey: Whether it's imaging or whether it's, uh, ortho, um, so.
• 19:55
  Trey: I honestly gotta double check my mnda.
• 19:56
  Trey: That's right.
• 19:57
  Trey: Like on, on the imaging side, like, you know, that's, that's okay.
• 19:59
  Trey: Yeah.
• 19:59
  Trey: Uh, uh, get it ready for the
• 20:01
  John: next podcast and shamelessly leverage their brand.
• 20:04
  John: Yours.
• 20:04
  John: I should be like, you
• 20:07
  Trey: take somebody like, uh, take somebody like a Rothman or take somebody like a Simon Med on the imaging side, right.
• 20:12
  Trey: These are, um, these are massive volume players that are really focused on helping these patients get from point A to point B.
• 20:18
  Trey: Um, so.
• 20:20
  Trey: Yeah.
• 20:21
  Trey: Um,
• 20:21
  John: how did you know be as, as we're wrapping up, how do people find out about Tennr other than Yeah, other than in your next fundraising?
• 20:28
  Trey: So we spend a lot of time, we, we love, we think, look, there's so much, there's so much fun to be had in solving these problems, right?
• 20:34
  Trey: We think there's, there's, uh, there's a lot of excitement.
• 20:36
  Trey: There's a lot of cool stuff to get excited about.
• 20:37
  Trey: We make these commercials, so you follow us on LinkedIn.
• 20:39
  Trey: We're, we're usually producing like.
• 20:41
  Trey: A weird, wacky commercial that you're gonna wanna tell somebody about probably every three to six months.
• 20:47
  Trey: Um, you know, just follow along really on, I would say LinkedIn.
• 20:50
  Trey: Um, and yeah, we, we've got a lot of, a lot of theater kids, a lot of creative energy to, uh, outlet that, uh, I, I think people will get a kick outta it, especially even just the faxing thing, right?
• 21:00
  Trey: We made a big commercial and flash around like, it's okay to send faxes.
• 21:03
  Trey: In fact, actually it's a lot faster.
• 21:05
  John: Um, I know we had a little bit of a problem make, making, making this meeting happen, but I'm just delighted, Trey, that you're, you're solving the har hard problems in really, really novel ways that are gonna be benefits for, uh, not just, uh, physicians, administrative staff, but for patients, you know, with a 92-year-old mom who's got lots of referrals.
• 21:23
  John: I hope you're, you're, you're installed in a, in a, in a, in a facility near her soon.
• 21:28
  John: Um, and for the audience, if you like what you heard or you didn't, we'd love you to subscribe.
• 21:33
  John: To care, talk on your service and re thanks so much for joining.