As part of my ongoing series of Healthcare Scene Google Plus hangouts where I sit down with top leaders in healthcare IT, I had a chance to interview Vishal Gandhi, CEO of ClinicSpectrum. We talk about a broad range of challenges that face a practice and his ideas on how to solve those problems. I love this conversation because it starts to address more of the many ways that technology can improve a clinical practice other than just through an EHR or PM system.
You can watch the full video below or read the transcript of the interview:
Welcome to our series of Healthcare Scene Google+ Hangouts where we sit down with top leaders in healthcare IT.
My name is John Lynn. I am the founder of HealthcareScene.com, the leading network of 15 healthcare IT blogs including EMRandHIPAA.com and EMRandEHR.com along with the top healthcare IT career website HealthCareITCentral.com. Thanks for joining us. Before we begin, I want to remind those watching live that you can submit any questions that you have for us on my Google+ event page. We will work to incorporate those questions in the hangout if we have time.
I’m pleased today to have Vishal Gandhi here. He is the founder and CEO of ClinicSpectrum, leaders in hybrid workflow solutions consisting of both an innovative software suite and back office operations. His specialties include hybrid workflow for cost reduction, revenue cycle management, and back office services for practice management. On a personal note, the ClinicSpectrum has been a longtime supporter of Healthcare Scene contributing a series of sponsored blog posts on EMRandHIPAA.com and we had covered how to improve the medical practices in that series. It has been great to have him here and I am really pleased to have Vishal here with me today. Welcome Vishal!
Vishal Gandhi: Hi John, thank you very much for an opportunity for this hangout with a special person that I have in the Healthcare IT field. Thank you John for welcoming me here.
John Lynn: You are special. So, let us get right to it. HIMSS is right around the corner and I know I’m deep in the HIMSS club. I imagine you are too at HIMSS 2015. As I look at it before when I would go to HIMSS, I would have mostly meetings with EHR companies and maybe a potpourri of other companies mixed in there doing other services, and this year I’m personally working on a trend where I am like more interested in the non-EHR technologies than I am in the EHR technologies, but I’ll probably do a couple of EHR meetings as well. So with that in mind, I’d love to hear it as I know you are working on a lot of stuff non-EHR related, what do you see as the biggest challenges that are facing a clinical office today that you’re working to solve?
Vishal Gandhi: You know, the buzzword today is the workflow, right? When we talk about integrated delivery where multiple healthcare entities join hands and take care of the patients clinically to make sure the patients’ overall life is much better and improved, you are talking about hospitals, you are talking about nursing homes, you are talking about physician practices, and several individually. They themselves are complex setups. Now putting 10 complex setups together into one integrated network, the key element beyond clinical and practice management is workflow. What we specialize in is several areas of workflow management, connecting right from when the patient walks in the office, then translates to one of the individual complex setup, from there to another setup or it goes up to the billing level and beyond billing is an engagement for financial and clinical reasons. We have products or tools that automate and bind all these different setups for various workflows into one common thread. So some of our technology products do that. The second element is in order for anyone to improve workflow efficiency, either you have to increase the productivity of an existing team or you add additional resources which do not hurt your pockets that much. So with a combination of technology and the local team in that integrated delivery network and our back office team, we create a hybrid workflow model, which is a trademark for ClinicSpectrum now. You know, we have done it in numerous clinics and hospitals. With this hybrid workflow model, we are able to reduce operational costs up to 30% and increase the efficiency with overall delivery of the workflow what we desire to and it is consistent, it is accurate, and it is cost-effective.
John Lynn: We have talked about your hybrid workflow model before and I am sure we will dive into that a lot more in this hangout, but what is interesting to me is for so long we have focused on Meaningful Use, which is a government mandate which is mostly clinical focused as opposed to business focused. I mean, most doctors would say it is probably not even very good clinically, but definitely I think most of them see it as somewhat damaging to the business of their practice, so it sounds like you’re focused on what are the business benefits that we can provide a clinic. Does that sound right?
Vishal Gandhi: Absolutely. See, what happens is as the clinical integration and clinical delivery became important through the Meaningful Use and all of those, there are two massive changes that hit the pockets. One is the high deductibles through Obamacare, right? So basically you have now five patients or three patients walking out of 10 that potentially have a deductible that is not going to get paid right away to you or not going to be paid by insurance. It requires some kind of planning. The second is the reimbursements as years pass are going down and down. Now we talk about value-based payment system, so that puts an additional burden on the practice administratively and clinically to get the same money they were getting before. So, on one side, most of the time when the workflow concepts come into picture is when your cash flow is limited. So the healthcare as it is transitioning towards Integrated Care and more about value-based proposition, at the same time there is no money in the business or the money is reducing, I would say, and hence it is the only time that you can focus on the workflow and the cost. So while you continue to deliver quality care and involve the patients in order for your Integrated Care, you also want to involve your business administrators and your rest of the team to focus on the efficiencies and the cost reduction. It’s the only way you can survive and have the balance. So what we focus on is the second part. If there are five ways to do a thing, is there a way that is the most optimized? Is there a way that is the most cost-effective, or is there a way that is replicable over a period of months and years? So our objective is to set up a workflow which is replicable and cost-effective and there is no other improvement beyond that and the only way you can do that is involve automation because that is the one way you can get the efficiency and consistency and the second is all automation cannot lead to the final outcome, so wherever needed you add a human touch to that.
John Lynn: Well, let us dig into some specific examples. I mean, you mentioned the increase in high-deductible plans and there are changing insurance providers, thanks to the insurance exchanges, thanks to the employers shutting down their insurance, all of these methods and I think it has been well-documented that there are more high-deductible plans and that they’re switching insurance. So how do you solve this problem for a clinic that is dealing with now more patient payment and all these changes to insurance?
Vishal Gandhi: Sure, one thing most of the EHR and practice management systems have is what they call eligibility verification online, B2B they call it, right? It’s a great feature. Maybe 70% of your problems can be resolved because you can see a patient has this kind of deductible, this kind of copays, and based on that, there are several products out there that integrate and estimate that this is potential payment for that particular patient. So a simple function like an office visit is no challenge, it can be easily tackled. The issues happen when you are leading into a more complex situation. A patient is walking in and probably the patient has some kind of outpatient procedure in your office. A patient is walking in and the patient has a potential therapy and an outpatient procedure along with the visit. So when you add those dynamics to take care of the patient better, there is a world of unknowns that arise and the only way to know that unknown
is by making a phone call to the insurance company. So what we do is our Eligibility or WorkflowSpectrum product integrates with an EHR and takes over only those eligibilities that cannot be supported by online or B2B. So we take those, it plugs in only those or carves out certain periods or certain kind of procedures or certain kind of visit types and actually our team behind the scene from our back office operation spends 14-15 minutes on a call with an insurance company, finds the details, and obviously our product again integrates back to the EHR. So the idea is that that gap of unknowns can be bridged with another product and a human interface. So when a patient walks in, irrespective of whether the patient is coming as a new patient or a wellness or a recall or a therapy or a procedure, you are actually mix-and-matching the areas of unknowns and eliminating that with the use of product and technology.
John Lynn: So, I mean, just playing devil’s advocate. I know a lot of practices call the insurance companies all day every day some of them, so why wouldn’t they just do it themselves, why would they want to outsourcer this?
Vishal Gandhi: Again, coming back to our original question. Workflow should also lead to cost-effectiveness along with consistency and efficiency, right? Now if you have a local team member, you know one of your staff at $20 an hour making a phone call and spending 30 minutes on a call versus our back office team making the same call at between $6.5 to $9.5 an hour. So you have the same output but at a lower cost that will help you in the overall planning. I am not trying to say you are going to make zillion or trillion extra profit because of that, but that small thing helps you to plan your workflow better, maybe use the same money somewhere else, use your current team members for maybe more towards clinical recalls rather than wasting time with insurance company for 14 minutes.
John Lynn: I mean, that $8 versus $20 an hour adds up for a small practice, we have not even talked about staff turnover I guess… Another challenge I see and to me it is like can we finally get electronic payment processing in every clinic. I mean why are we still sending out bills and paying bills by snail mail, what are your thoughts on that? How do we solve that problem? Or is there a problem that needs to be solved? Maybe paper is fine.
Vishal Gandhi: I think one has to use a discretion because, for example, as of today if I were to get an email about an invoice, in order for me to process that invoice either I have to print it out or I have to click on a link and make the payment, correct? So I think based on the individual preference and age group is how this should be determined. Why the paper invoices or paper statements still are efficient is because there is a certain population base which does not like to be electronic or they hate the phone like maybe above 45 or 50, or probably a busy executive who is constantly on the phone and does not want an extra thing, or you are so busy that somebody else is writing your checks. So in these multiple situations is where you know one has to go more individualized and ask a simple question to the patient, “how would you like your statements to go? Would you like electronic? Should we post to the patient portal? Or would you like us to send a mail?” And based on the preference, if really a system can carve out the rules, just like a bank, a bank gives you a choice, everyone knows they go online banking, but why banks still give you a choice, “do you want a paper statement or do you want to go green?
John Lynn: Yeah.
Vishal Gandhi: It is a choice. At the end of the day, technology should give control to the user. Technology as much as makes your life easier, at the end of the day, the workflow starts from the end user. So in case of the patient’s balances and the end user as a patient, his convenience is what drives the workflow. I think in today’s time when the statements and balance and deductible have become a reality, there are two situations. One situation is individuals are very good, they know their numbers, and they pay the balance in a timely manner and there are those individuals who need a constant reminder. So based on those individuals if you really create a stratification of people based on the trend analysis and really people who you need to follow, it is not that they do not want to pay, it is just a gentle reminder. So our AutoCollectSpectrum is kind of a product which is more like a soft reminder, automated calls, text messaging, or email notification that really plugs in to the practice management and helps the practice to separate those ones that are going to traditionally pay either through e-statement or through the portal or through like a patient statement and there are some that would not pay by just having one statement or one email or one kind of reminder. That means having a separate follow-through. It could be multiple reminders, probably sending an email, text, and a statement, or sending an email, text, and a patient portal notification. If they are using some kind of smartphone apps for engagement with the clinic, maybe even put a push notification to the smartphone app or patient portal. So those kind of combinations is the only solution. You have all these tools, but if you do not use it based on the end user’s responses, it is not going to help us, you know?
John Lynn: But, unfortunately, they have been too busy checking boxes for Meaningful Use to really make, it is not even that sophisticated to think, oh let me ask you, “Do you want a paper statement or an electronic one?”
Vishal Gandhi: That is another thing, right? In most of the clinics that I work with on the national level, I tell them to separate out the clinical team and the financial team. Do not mix like two people at the same time, so let the front desk practically only do one thing, collect the copays, you know? Let not the front desk bombard with the balances and other stuff. The moment the front desk sees a balance, if you set up a workflow that there is a separate patient counselor that sits down with the patient and walks them through that “listen, you have a $5000 deductible, you are here for potential this-this care, and based on the traditional payment history, you probably will end up generating $140 deductible, or from the past balances you have a co-insurance open.” So let that discussion happen beyond front desk. That structure works. If you try to have a front desk ask them like Meaningful Use questions like “Do you have a race, ethnicity, language?” and on the top of it put them a balance or put them a few other responsibilities, it is not going to work because in between phone calls and checking in a patient, their job should only be making sure that the identity verification has happened, insurance card is correctly taken, and the copay and other immediately visible information is correctly taken. At times, the front desks end up not asking the right questions for the demographics that could result in potential issues or those things should be structured properly, you know?
John Lynn: Interesting. Yeah. This has an impact, especially as you get more and more patients pay your AR, now there is a lot more because if you do not have the cash from those patients, then the cash flow issues start to come.
Vishal Gandhi: Right, absolutely.
John Lynn: What other technology, what other non-EHR problems are you working to solve that really we are kind of going to notice?
Vishal Gandhi: Let us talk about EHR and practice management, the core IT. That is the basic of IT. So you have on one side an EHR and practice management software and on another side you have a patient portal. So these three most of the clinics have nowadays, almost 70% to 80%. Now start with the patient walking in. You have front desk issues that we talked about through the WorkflowSpectrum trying to do that extra thing that these technologies cannot do, to make sure that every patient that is walking in you know exactly what his responsibilities are, what are his benefits, and what things are covered and what are not covered. That gives more proper care plan when you are talking about Integrated Care because you potentially could have the same patient go for therapy or counseling or some kind of chronic care management programs or many other incentive programs of insurances. So those known factors is one area. Then patient walks and goes into like beyond the front desk and he walks in to the clinical side. On the clinical side, what is essential in a patient engagement part is beyond a patient portal there are many other areas such as “do you have a good wellness management, a good preventive management built into that?” Imagine if I have a patient and if I have a pop-up on my patient portal app on the smartphone that “listen, you are due for your annual well-visit now, or you are due for your blood work 90 days.” So you should have a feature of making an individualized care plan or some kind of care plan based on a population that pushes the reminder and lets patients invoke their responses through their notifications rather than sitting in the patient portal inbox. MyPersonalChart is another product which is a complete patient engagement tool which allows you to do a chronic care management, personalized care plan management, and actually pushes good smartphone app notifications telling patients that “listen, you are due for your blood work, you are due for your annual well-visit, maybe it is time for you to come back for a repeat endoscopy, colonoscopy, or echocardiograms.”
John Lynn: Are you doing this? I mean, obviously, this requires some patient engagement through a portal. ACLs are going to likely need some of those messaging. Is that why you are doing it or is this really just about revenue or maybe both, I guess?
Vishal Gandhi: It is both ways, right? The idea is that at the end of the day the healthcare has two focuses. One is patient care, which is crucial. Everything we do has to be driven by patient care. If things that you do are not helping the patient, it has no meaning. The second is the diagnostic side to make sure that the physician is not missing a gap in care and that diagnostic part obviously also has relevance with the revenue side. What we have seen is there are a lot of patient portal and patient engagement platforms available, but there are smaller which strictly do on the Meaningful side, that means there is a notification, the patients can use certain stuff, but it has not got like a chronic care management, which requires a lot of care plan oversight and a lot of things, and many of the EHR and patient portals do not have that build in. So MyPersonalChart is like an open kind of architecture for patient engagement where you can create alerts, you can create a milestone for the patient. So tomorrow if somebody gives a target that you need to walk 10,000 steps a day, you practically can integrate that into MyPersonalChart to see whether he is meeting that milestone, right? So it is almost like a personalized care plan management practically which you can plug into any EHR or patient portal that we have. With MessageSpectrum as a product on the messaging side and notification side and MyPersonalChart which is a complete cloud-based patient engagement, it has a very nice API connectivity that can be utilized by pretty much anyone for connecting to the existing. So again it talks about the gap in the workflow. You have an EHR, you have a patient portal. What are the elements that potentially might not exist. Yes, many other larger companies have that all nailed up. We are not talking about that, but we have 400 some products, right? And there are many other products that have yet to go in that direction as the development cost is pretty huge and their potential user base may not be as high. So, plug-ins will help them to deliver the end outcome which is wellness management and a better revenue for the practice.
John Lynn: Yeah. I have been waiting for EHR vendors to open up and allow outside plug-ins forever, hopefully. Let us talk about some of the other, I mean I have read some stuff about your CredentialingSpectrum and your ProductivitySpectrum, which I think are fascinating because they use technology to improve a clinic and have almost nothing to do with an EHR.
Vishal Gandhi: Absolutely. Again coming back to the spectrum, we started from eligibility side, we went to clinical side. Now if you look at a big hospital, a big hospital has a lot of IT infrastructure. Imagine you are an employee and your mouse is not working, your keyboard is not working, or some kind of, so what we created is a SupportSpectrum as a product which actually helps an IT infrastructure to manage their entire resources. You can actually click off a button, log into any computer completely safe and secure encrypted or you can have a ticket or issues that can be registered. So if you register that my laptop screen has a white line and then you have like IT guys not fixing it for 10 days, you can hold them accountable. Plus you can have data like how many IT issues do I have on a monthly basis? Do I need a full-time staff for that or can I outsourcer it? What is my cost? You are going to have wearables, you are going to have mobiles, smartphones, more and more IT devices add into the care, the management of the hardware and software has become an issue. So we flagged off SupportSpectrum as an awesome product to do all that. You go further and now you reach the billing department. What are the challenges nowadays a billing department has? One of the crucial challenges as they merge their operations that hire new physicians is their enrollment. You do not get paid, no matter, you can go up and down and take a moon walk but you are not going to get paid if you are not contracted with an insurance and the insurance plan clearly says there is no out-of-network benefit. So the credentialing becomes a big thing. Now there are a lot of credentialing solutions out there, no doubts about it, but again coming back to cost-effectiveness and efficiency, focusing on that, our solutions are priced such that even a solo practitioner can use it or a 500-physician hospital system can use it or a 1000-physician practice can use it.
John Lynn: I think the alternative for many small practices is Excel or something along those lines a spreadsheet saying this is what we need to credential. What makes yours different than just tracking it themselves.
Vishal Gandhi: I think part of the reason is again tracking, right? For example, if you put a spreadsheet. A spreadsheet is not going to tell you that somebody is DEA is due tomorrow, you know? Or somebody’s malpractice is expiring or your insurance plan has a requirement of credentialing once in two years. Like I have one physician who lost his entire contract because at his home he got a re-credentialing application and he misplaced it and there was no one to follow through and he is going to lose eight months’ worth of claims which are costing $50,000. Now we have a lot of loose ends still, you know? It is not that insurance company is going to call you and tell you, “listen guys, your credentialing is due, can you give me your data?” They are going to send you a letter, you do not respond within 45 days and you are done. The idea is that you need to get your hands together into some kind of reminder system. So CredentialingSpectrum has a milestone management, application management, documents management, and it becomes seamless. Again, finally it is connectivity, right? You could have a billing department centralized. You could have a billing department sitting in a different physical location. Your provider could be doing home services, nursing home care. In normal complex healthcare, your provider is mobile and your staff is stationary. How do you connect them? So the CredentialingSpectrum connects them, you can have smartphone apps, you can upload his documents, he could have a CAQH password reset request that he might call and tell “guys, listen, I have done that” or he could upload his CV or upload his new CMEs right onto the portal. So the idea is building that connectivity so that your biggest challenge, and as of now if you see the industry, there are huge denials that come because of that issue, you know? So CredentialingSpectrum helps them. So, coming back to our hybrid workflow model, how do we make it different? You know, you have a staff that submitted an application, that means a lot of clerical experts are following with the insurance company and they sit on that for 90 days. That is where our back office team helps in follow-up. So once again, using the local credentialing department, our software and our back office team will solve their problem that lets them use a knowledge item. A knowledge item is application submission and the chasing part let us do it. That is a choice.
John Lynn: Interesting.
Vishal Gandhi: So that is how we kind of resolve like a hybrid workflow model and credentialing activity. Now you go further in the billing department. Credentialing is one thing, but overall we are talking about people. The technology has no meaning without people, correct? People are a pretty crucial part of the healthcare delivery network. Now when the money is tight, what do you do? You want to accommodate more work from the same people, correct? Suppose your income has dropped for any reason, either your cost went up or your income went down, somewhere your bottom-line has been affected. Why do you thing all these mergers or acquisitions are happening? The companies are looking into expanding horizontally or vertically so that the same clientele can give more business to them. Acquiring a new business is one strategy or expanding within the same business your services is a second strategy for growth.
John Lynn: Interesting.
Vishal Gandhi: It applies at the healthcare level as well. It applies at the physician level, hospital level, and otherwise. And hence you are adding more people and making people productive is what the ProductivitySpectrum does. How do you make them productive? We do not want to be like policemen and be after their lives. We want to make them self-accountable. Self-accountability is that, for example, my productivity is to appear for 10 times a day interviewing with, you know, great guys like you. That could be my benchmark, right? If I did four interviews only, I am short of six, right? So the idea is that your best days are picked up by our ProductivitySpectrum as a benchmark and it actually creates a complete comparison chart on a daily basis, weekly basis, and monthly basis that “listen guys, based on your best days, today you did like 70% efficiency, you are at 60% efficiency,” almost like the wearables tell you “listen, you have set a target of 10,000 steps and you are at 60%” What is that? It is all about self-accountability, yes.
John Lynn: That is my question. I think it is great that you are putting some accountability into the billing process and the billing people. What is their reaction to those? Is there a lot of kickback like you are just trying to nickel and dime me or what is your reaction to people using this?
Vishal Gandhi: I think it is obviously a futuristic cultural change, right? Now you are being monitored, correct? Acceptance is going to be a problem, but that is why you do it in a staged manner. You identify the areas where you have backlogs and you first implement there, right? Suppose you have 10 things to do and all 10 things are getting done on a daily basis, do not bother them, let them continue because somehow they are already working at the efficiency level you expect. Now you have 20 things and only five of them are finished, you put them into perspective, right? So that self-accountability should jump up their five to at least eight or nine, so it gives you a clear idea of manpower planning like do you really need people? Otherwise the larger organizations will keep saying that we are backed up and we do not have time and all that will continue to happen.
John Lynn: That is making an educated guess to see do I need it? Everyone always needs more people, right?
Vishal Gandhi: I think the way healthcare is evolving, as more technology is getting into it, there are more people also getting into it for the same amount of work we are doing. So now you have on one side a challenge of managing people and on the other side you have a challenge of managing technology and on another side you have a challenge of managing the overall system financially. And on another side is the patient engagement and patient clinical care. So what I find is that people management or people motivation is going to be very crucial in the next five or 10 years in healthcare delivery. Why? Because as of now if you ask one of the nurses joining a hospital, do they have a career plan? Does the hospital have any career plan for them? Other than a good package and the benefits, what else there is planned out for?
John Lynn: I do not think they have a great plan.
Vishal Gandhi: At the same time, you join an Apple or you join for that matter Wal-Marts, right? As a manager, you have a career plan. You become an assistant, then you become a manager, you become this or that, there is some kind of structure and hierarchies, right? Healthcare in general I find has a lot of flatness. There are not defined hierarchies and individual goal settings, you know? So if I am a very bright individual, I need to get incentivised to be a part of that healthcare system. So our HRMSpectrum which is going to be launched in the HIMSS show focuses on that. If I have 10 people that I need in my healthcare, I can automate my recruitment process. It allows you to create like virtual interviews, virtual video conferencing, and you can screen a right candidate before you bring them to your office. It all happens through the templates and the structures that you create.
John Lynn: So, we have breaking news then that at HIMSS ClinicSpectrum is coming out with HRMSpectrum. Is that correct?
Vishal Gandhi: Absolutely.
John Lynn: So, is that for small practices? Is that for hospitals?
Vishal Gandhi: Everything. Obviously, small practices do not have a major human resource management challenge because they do not have goals and planning, whereas it is definitely meant for larger healthcare clients, which have 100 plus employees where each employee has expectations. It could be a healthcare IT company where there is a marketeer who joins and wants to rise up a certain level. So you can actually set up a milestone and I could join your company, Healthcare Scene, and I say I will join, I want to start here, financially in five years I want to be here, and in designation and responsibility I want to be there. You set up the goal and the HRMSpectrum helps them right from recruitment to goal setting to measuring the goals where you are three years down the road. And integrated with the ProductivitySpectrum, you can manage an employee right from recruitment until the time they are in the organization with consistency, making sure they are productive, making sure there is self-benchmarking. So for example, I assume that with l join this company and I should be vice president in five years and I should have a quarter million salary, but in five years I am always below performance, my benchmarking is pathetic, I have never produced any outcome, so how do I expect that. It actually kind of gives them realistic expectation and puts them in self-questioning that listen I need to perform more, I need to come out with innovative ways, you know?
John Lynn: Interesting.
Vishal Gandhi: So the way I consider it is that money should find its own way, money should find more money. When I join you, I give you my plan, this is what I assume. Then if you do not tell me where I am wrong or you do not tell me that you are not doing this, how would I know? I expect five years down the road that I should be here and if I am not there I am going to exit it. So you spend two years trying to build a resource knowing your system and process and that guy is gone in the third year.
John Lynn: Right, because they do not have a plan of where they are going and the accountability that you will actually reward them. I think that is a lot of people’s scare.
Vishal Gandhi: Right, so HRMSpectrum is what is being launched and integration with our ProductivitySpectrum should resolve pretty much human resource management, recruitment to productivity to growth part of the challenge in healthcare pretty nicely, you know?
John Lynn: Interesting. We are up against the clock, but real quick, you are going to be at HIMSS 2015 in Chicago, so where can people find you at HIMSS and what can they expect if they stop by your booth. I mean obviously they can talk about all of these different products, credentialing, HR, productivity, secure messaging, you know, what do you have planned for HIMSS?
Vishal Gandhi: We are exhibiting at HIMSS and we would be obviously pretty active on our tweet. People can tweet us at @ClinicSpectrum, if they want to network and meet with us. We are always going to be in the booth actually, most welcome, go to ClinicSpectrum.com. We are not only at HIMSS, but we are in most of the national shows, we are always present, whether it is MGMA, MATRADE, or HFMA, we are always there. Most welcome to network for those guys who are not at HIMSS and otherwise send tweet at @ClinicSpectrum and we will be more than happy to set up a time.
John Lynn: You have Booth 5427.
Vishal Gandhi: That is absolutely correct.
John Lynn: You do enjoy, and once again, there is….
Vishal Gandhi: That should be something secret, right? What we do there?…What is the excitement if I tell you right now, John, you know, so I will leave it to the show time only.
John Lynn: I know that in the past I have seen your booths. I love the jewelry, I think that is unique. I love the balloons, so I know you have a high bar set for yourself….
Vishal Gandhi: The way I look at it is, you know, colors is all we kind of talk about, right? So, ideally, yes, we would be still colorful and colors have some twisted aspects, so we do something to make people have fun because we are there for three to four days, exchanging a lot of stuff, so whether people want my business or some of the things we do whether they appreciate or not we want them to smile when they come to us, you know?
John Lynn: Sure. Well, yeah, they can just look for the awesome suit-cuts with lots of colors and I think they will find you, right?
Vishal Gandhi: That is correct.
John Lynn: Thank you so much for being here, Vishal. We will have you on again.
Vishal Gandhi: Thank you so much, John, for inviting me on another session with you. I appreciate your knowledge and your immediate candid questions, excellent.
John Lynn: Thanks so much for the discussion.
Vishal Gandhi: Thank you so much, John. Thank you. Bye.
Full Disclosure: ClinicSpectrum is a sponsor of Healthcare Scene.