Ben Stilwill: Yes. There’s a lot of really good stand-alone value in RevID today. I think long term, we would be able to merge the technology platforms. And if you look at eValuator, very easy to see how we could expand further into denials tracking and quality measurements and a handful of other that would just look like an additional module. The workflow that we have already has multiple teams in there. each module that you could add there would use the same data model, same workflow, just a different team and a different outcome. There’s — we have a huge effect on the rate of denials today but we believe that there’s a lot that we can do and denials are the ultimate post-bill error, and we want to make sure that we manage and prevent those. So, I think there’s a lot that we can expand into. And I think making sure that our sales pipeline helps us creep into that without getting too far past our strategic core is critical.
Brooks O’Neil : Yes. Okay. Let me just ask one more, and I appreciate the color. So, when I think about the booked SaaS ACV versus the implemented, obviously, you’re making some good progress there, but you still have in the range of $3 million of, I guess, I’d call it, unimplemented but sold business. So, talk to us about sort of the time frame, whether there’s still bottlenecks there in terms of completing implementations, and any other headwinds you see versus nice sales traction, and hopefully, we can get that implemented in a timely way in 2024. But just talk to us about what’s happening out there in that regard.
Tee Green : Yes, B.J., why don’t you take the first part of that on the actual numbers, and then Ben can jump in on some of the timing we’re seeing with our clients?
B.J. Reeves: Yes. Thanks Tee, and thanks, Brooks. So, as you mentioned, we are tracking to that $15.5 million number that we mentioned, and with yesterday’s announcement, it gets us even closer on the booked SaaS ACV so that we are not closing in on having it booked. And then — but the implementations, we are seeing some headwinds that Ben will give some color. There is still a little bit with the staffing, but the implementations are progressing, and we are seeing that the as those projects go forward, as we mentioned that we’d see the SaaS revenue from that start to grow back in the second half of the year. So, we’re seeing progress there, and it’s just some of the business challenges that Ben will elaborate on that’s just slowing them down a little bit. Ben, do you want to jump in on the business aspect?
Ben Stilwill: Yes. the eValuator side seems to have largely returned to what our expectations was. But we still have trouble kicking off the projects even though IT has budgeted and things like that. But we’re pretty confident the couple that are in our backlog right now will be in the early part of next year. The RevID side has two factors. One, it’s obviously just a much more complex system in that you have to train individual departments, it’s a larger rollout. It’s a harder problem that we’re solving there. So, we’re pretty conservative in our forecast, and even the one that we announced yesterday, we have — we pushed pretty far into 2024, just to be conservative, even though they have — the client has expectations to go live a lot sooner because we’re replacing another vendor.
There are some still when we’re tied to a much larger upgrade within Oracle that get pushed out and they end up being up to a year or more kind of project. We only have really one or two of those left. And so, the RevID one should be in the middle of 2024. That’s why we’re targeting that EBITDA flip in the midpoint of 2024 right around there.
Brooks O’Neil : Okay. That’s great. I did lie, I apologize. But — are you seeing Oracle Cerner being bottled up with their own internal integration and expansion efforts? Or do you think they’re pretty capable of interacting with you and waste that can allow you to make the progress you hope to make with the business?
Ben Stilwill: Yes. And after the initial acquisition, there definitely was a — it was slower than we all would have liked in understanding who we were supposed to go to. It’s a very large complex organization. So, it took a while to figure out that, oh, for this — for the community works, which are the smaller hospitals, it’s a whole different — not only just the sales team, but the way that they approach those clients and the way that they deploy them for the larger clients, that’s by this region. And that said there was some getting to know you kind of stuff, even though their product management team was super excited to have us in the portfolio. It took a little bit. And obviously, with the acquisition, there were people coming in and out.
I think now we’re in a pretty good spot. So, like I mentioned, the — they sponsored a webinar for us. They brought us to their community works for them. They brought us — they gave us a great spot at their Oracle Health Conference. So, I do think that there’s momentum. And as we — I think we mentioned last quarter that we have had the through that channel, and we have a list of clients that we’re specifically targeting to convert. The — it’s a lot easier when they’re pushing us sort of stand-alone versus if they’re trying to roll out an entire patient accounting system at 10 facilities. It’s a larger ACV, don’t get me wrong. And so, it will be great, but it is a lot more complicated process. They bring in outside consultants to help with that implementation.
