Matt Chambless: Yes. So, George, I love the way that each question is prefaced by this is my last question. But when it comes to capital allocation, we really haven’t changed our thought process on that so much. At the end of the day, the decision on capital allocation is going to be determined by what the alternative set looks like, right? So, repaying debt in an inflationary economy does become, obviously, a bit more attractive to us. But at the same time, we still think that there are lots of opportunities to continue to grow inorganically. And we think there are still some investment opportunities to make inside of the company. So, I know that’s a bit of a non-answer answer, but going forward, it’s really hard to stay with specificity, not knowing what the alternatives are going to be out there.
Stephanie Davis: So, I guess with that question in mind, could we dig a little bit deeper and see what sort of products would be valuable to cross sell both to your existing base as well as the rev cycle clients that are outside of your base when you think about M&A?
Christopher Fowler: So, okay. I’m sorry, I wasn’t following you to that last little part. I would say that we’re — if you look at our most recent M&A transactions, it’s kind of a nice little nod to how we’re thinking about pulling opportunities in. HRG is obviously a consolidation play with a pure service company with almost like-for-like services that TruBridge already offered. And then you go one more back and you see TruCode, which was a strategic partner of ours for five years but delivered and had a technology that our customers need and also one that we can leverage on the TruBridge side. So, — but I would say, if we’re looking at the suite of TruBridge services holistically, the area from a tech standpoint would be on the front end.
We’re pretty good from the middle all the way to the end. Where I think we may have some opportunity is looking at the very front end. Now, obviously, you couple that with what we’re getting excited about from a Get Real Health standpoint and the digital front door there. So, that’s M&A plus internal investment opportunity kind of competing against each other.
Stephanie Davis: Understood. All right, last one. I promise this is my real last one. Looking at you, George. You started talking about scaling up offshore and that makes a lot of sense as you grow your revenue cycle business. But have you thought about any AI tools or robotic process automation tools that could also improve upon your cost structure beyond just geography?
Christopher Fowler: Yes, 100%. And it’s a tale very similar to the offshore initiative. We started in earnest our AI or bringing in RPA about the same time we started with the offshore processes. And remember, we’re not the biggest company in the world and so we’ve got to be mindful about execution and what it is that we can take on and remain focused. And so we feel like we’ve got our hands around the offshore initiative really nicely now and see that scaling out over the coming years. And so we’re really turning our efforts to that AI initiative that we started. We have a team, an internal team that is dedicated to building bots, for lack of a better term, specifically focused on the RCM transactional work that we can deploy into the services that we have.
And so the hope is that as we continue to execute on that through 2023 that we’ll be — we’ll see numbers very similar to what we’ve seen from an offshore perspective, which is what gives us a lot of confidence in that returning to the 20%-plus EBITDA margin in the end of 2024.
