Jennifer Williams: Yes, related to the deployment, we have said historically, and we are still maintaining in the $8 billion to $9 billion range. And so what will be important as we move into ‘24 is the timing of new business and the number and size of wins that become onboarded in early ‘24 and what that means. We have the opportunity to scale up, scale down the deployment as we need to, based on the timing of new business. These deals obviously are very large and somewhat lumpy in nature when we sign them and onboard them. So, we can flex that capacity up and down as needed. Specific to the PDX resources, we will continue to look at that as I have previously said on the transition planning, as they transition in ‘24, again we expect that to be a complex transition, and we are going to make sure that we are giving them the right support they need through that process.
But we will be measuring the timing of when the PDX operations transition and new business to determine what the resource shifts look like. The great opportunity for us is as we bring on new business, we will have some excess capacity with PDX that we can redeploy in the right places. And so we will continue to monitor that. And we will have more information for you as we roll out specific guidance in early ‘24.
Jack Wallace: I appreciate that and just a quick follow-up. So, we have got about roughly $5 billion or so of NPR for Sutter Phase 2. The four more that’s expected to be signed sometime in the next few months, it gets us to the high end of that deployment capacity while we are not looking for a specific guidance for next year. Just thinking about the time that the plant capacity would be tied up, would that prevent the company outside of any extra resources from pediatrics from signing additional NPR until the end of next year or is the right deals were coming through? Do you have the opportunity to add another $4 billion to $5 billion of capacity should you need it?
Jennifer Williams: Yes. We don’t expect deployment capacity to be a limiter on our new business.
Jack Wallace: Excellent. Thank you.
Operator: Your next question comes from George Hill.
George Hill: Yes. Good morning guys and thanks for taking the questions. Lee, you have spent a little bit of time talking about like it seems like nuance discussions between you guys and the $4 billion NPR that you guys are hoping to sign in the up and coming months. I guess is there any – can you give us any color for what the flavors of the conversation will look like and maybe kind of what the hang-up points are? And what I am most concerned about is, are there any implications for future deals as it relates to the negotiation of this deal?
Lee Rivas: Thanks George. Let me try to – and the time left to give you a kind of short answer. The discussions are all very similar. They all start with, we are struggling with our revenue cycle. We are – we don’t necessarily have the talent to manage it. It’s – we admit, it’s very complex. We have our own labor issues, either cost or availability can you help. And that discussion is happening. And I would add that there are often happening off the back of the Cloudmed business we already have with them on the revenue integrity side, so driving revenue yield, which migrates from the head of revenue cycle to the CFO or CEO. So, those – that’s what’s allowed us to build our pipeline. So, I would say no hang-up.
It’s the nature of the business when you are a system and need, but you want to do your own diligence to make sure that we can handle all their needs. And so what we articulate in our value proposition is a track record, go look at the very large systems we have onboarded and very successfully worked with. We show them the investment in technology. So, we literally just show them the demos of our technologies, the AI we have applied within the processes of revenue cycle, whether they be coding, account reviews, etcetera. We showed them our team that is successfully onboarded other clients, we have them talk to our customers. Literally, we are all going to be reference checks. And then it comes down to the nuances of deals, right. Who are the stakeholders of these systems.
What are the – what level of IT constraints that they have. And so I would say, just given the deals that we have late stage, I personally don’t see any major constraints other than kind of natural course of terms and conditions. So, that’s about all the detail I can give you, but I hope that was helpful.
George Hill: Yes. That’s helpful. Maybe then just my quick follow-up is I know it’s very early, but kind of have you had any conversations with attention about the proposed merger with Henry Ford and kind of how do we think about this same opportunity there longer term?
Lee Rivas: That’s a great point. What I would say more broadly – well, first of all, it’s early with that. So, we know Henry Ford, Cloudmed is another example of having a customer that we have touch points with. There is a – this is something we don’t talk about enough. But within our installed base, there is significant opportunity. So, I mean you guys could do the math. I don’t need to name the names, you can do the research, but my math is $10 billion plus of NPR within our customer base when you include Henry Ford, right, when you do the NPR map. Now, these take time. This is not something we are going to force. This is some of these are discussions we will have with customers that will happen over time. But it’s a great question to just tee up the point that there is a lot of opportunity within our base.
George Hill: Thank you.
Operator: Your next question comes from Craig Hettenbach.
Craig Hettenbach: Yes. Thank you. A question on Cloudmed, how you are thinking about the 20% growth that you talked about for this year. And then, Lee, beyond this year, kind of the growth trajectory of Cloudmed, how you are thinking about importance of up-sell and just kind of momentum behind that business?
Lee Rivas: Yes. So, a couple of things, we are – Cloudmed is now part of the broader R1 modular business. And a couple of things I would say just qualitatively, very, very strong bookings for the business that is both Cloudmed plus the old VisitPay business you would know and other R1 modular solutions. So, just our primary metric is kind of what are we booking that drives revenue in the next couple of months into the year. Demand is very high. I think of this as meeting providers where they are means if you are a provider and you are struggling with revenue yields, we have the absolute best solution you can get in the market that is enabled by the data we are collecting from claims, visibility across all 50 states, all payer types, all care settings.
One note in particular, if you were struggling with your AR we are the leader in AR and denial management because we are seeing data. We are able to even predict where there are denials. Jennifer mentioned underpayments, we are the market leader there and we are also the market leader in coding solutions. And so very strong growth, very good leveraging, we have actually had a lot of success leveraging that commercial engine to sell some other R1 solutions, in particular, some recent wins we have had with our Entri Pay, the old VisitPay business. So, broadly very good and feel very confident in growth next year.
Craig Hettenbach: Got it. And then just as a follow-up, Nice to see the partnership with Microsoft announced this morning. Can you just touch on where things stand today? I know you have talked a lot about just development across AI and the opportunity. Just from a tangible perspective, how do you see this impacting the business next year and longer term?
Lee Rivas: Yes. I think this is a huge enabler for a business. And the reason is I believe we have a right to win in the application of this innovative technology because of the coverage we have across $900 billion of NPR across the legacy Cloudmed and R1 business. That gives us visibility into the workflow, host systems of our customers and allows us to do things like – just one quick example, I was with an operator last week, and she showed me, hey, look, we used to have pages and pages of summary in our AR accounts. This is to get a customer paid. And what we were able to do in a very short period of time with our large language model is summarize the account information, which massively streamlines the speed at which that operator can process that reimbursement.
