Cyber Resilience in Healthcare—Navigating Post-Breach Challenges and Accelerated Solutions

Introduction and Agenda Overview

Thank you all for joining.

My name is Jeffrey Becker. I am the VP of Portfolio Marketing at FinThrive, and I have the honor of hosting today's event. I have a number of FinThrive colleagues that are going to be taking speaker roles throughout this event for you all. Really to provide some expert analysis and opinions on what's happening with the the cyber attack that we're all working through today, overall response options and really how we're seeing the industry pivot in some of the early decisions that we're seeing being made right now. So the really the underlying reason for this webinar is to just start coalescing the conversations that we're hearing and making sure that we're putting information out into the field that will help you all in making broader decisions on what the current state of recovery is, and supporting you in your decision making as you, pave forward in the short, medium, and long term.

So just to give some housekeeping notes, we will be doing extensive q and a at the close the session, you're welcome to ask questions throughout the event. And at the when we reach q and a, I will work through those all for our panelists. And so go ahead and ask your questions, as you think of them, and, we will tackle those one by one, during the Q and A session.

Insights into the Change Healthcare Cybersecurity Event

To give you an overview of the agenda that we've prepared today will take you through just an overall background on the change health care outages specifically and then broader cybersecurity trends within healthcare IT.

From there, we will look at the short and long term impact of this event. And this is really where we're gonna start to distill down some of the conversations that we're having. I would the industry and some of the early market research that's coming back to start informing recovery planning, and really help you pressure test your your resiliency planning moving forward.

From here, we'll talk about FinThrive's perspectives on recovery and future redundancy and then our overall portfolio of accelerated recovery options. And as with everything with FinThrive, these were designed shoulder to shoulder with you, our customers, and and so you'll really hopefully see a reflection of the needs that we're seeing in the market reflected in those accelerated recovery options.

At that point, we will close with a live q and a. You can ask any questions that you have. And if we don't have time to cover all those questions, we will pivot offline.

And continue the dialogue. So everybody will be able to walk away with your questions, satisfactorily answered. And so without further ado, It is my honor to introduce our, co hosts and, SME panelists today.

First is April Wilson. She is the vice president of product management for our insurance discover solution.

David Gutierrez is the vice president of our customer onboarding.

Greg Surla is our Chief Information Security Officer.

James Bush is a solution strategy manager, and myself, your host, I am the VP of portfolio marketing.

So to start us off today, I'll be passing the baton to Greg who will take us through some of the overall incident background, and overall cybersecurity background in health care. Greg?

Alright, Jeff. Thank you so much. Appreciate it. So with, the change healthcare cybersecurity event, we saw, you know, a a significant, I I view it as a groundbreaking event, and it's it's one of those things that has impacted nearly everyone.

And, it's probably gonna change the industry in terms of security for for a while, at least. But, you know, historically, over the past year, two years or so, healthcare has become the most, targeted industry. For, ransomware attacks and data breaches. It's affected over a hundred million individuals.

And that trend isn't ending. And so it's we're gonna keep seeing more and more. And as as these come up, we need to start thinking about, well, what are we doing right? What are we doing wrong?

You know, and so when we look at these breaches from twenty eighteen, it's been doubled from three sixty nine to seven twelve. That's that's pretty, crazy with significant breaches. A significant breach is a breach where there's, a large number of, large amount of data, PHI or PII data has been has been, exfiltrated.

During that same time, we had a, you know, ransomware attacks, have increased significantly the reason why they're they're relatively easy to launch. They're highly profitable, and there's a low chance of getting caught. And, now we're seeing ransomware as a service.

Where you can rent ransomware to send out to your favorite target and, watch attacks and, in some cases make a fortune. So it's it's becoming a it's becoming a big problem. When we looked at, when we suspect, that the attack which changed hair health care was a ransomware attack. No one's really came out and said that, man, that I I I could recall, but in any case, we looked at a black hat, is attacking. And what we're finding is their targeting active directory.

And so, if you are thinking about how do I how does my organization protect against the change healthcare event. What they went through, we'll start looking at your active directory, and your user accounts.

That's how they seem to be, attacking us.

So, excuse me, so with FinThrive, you know, we had a response. We suspended just like most other organizations, we suspended all activity would change health care. We locked out their users.

We've, there's something called indicators of compromise. What that is is that's basically a a road map of how, an attack occurs. And we've we import we we found those indicators of compromise, they're called IOCs as well. We we took those IOCs, put put them in our threat detection systems.

Now our our threat detection system is looking for those types of attacks. We've scanned from malware. We've, we've had numerous forces and and briefings with our, our colleagues and employees to let them know Hey, this is what's happening with Change Healthcare. This is what you need to look for, so that so that we're protected as well.

We've conducted a, manual review of our active directory environment, just to make sure that we're we're doing the right thing. Okay. And then, in, in anticipation of the reconnection, the change health care, we've increased our monitoring, of that connection.

When it does get reestablished, we're looking at at all the transactions that come back, to and from that that organization, in a much deeper manner than we were before.

So where you look at the the the the change health care event that we've had numerous meetings with, with UHD to change. And, they've said a lot, but what they haven't come out and said is what is the scope and impact of that breach? Much data has been, exfiltrated.

We're told that six terabytes, but what was that data who was impacted directly and, how deep was that, was that impact?

We we are We're still looking for the status of the event investigation. I believe it's gonna be ending soon. We'll we'll start receiving that, third party attestation.

Within the next week or so.

But we still don't know the exact date of, the service restoration. I believe that's coming soon as well, but again, not totally sure. So, So, yeah, so that's, that's what I have. That's, back to you, Jeff. Thanks, Greg.

Timeline of the Event and Industry Impact

So believe it or not, this event is now going on its fifth week. So just to give you an overall timeline of events and I know Greg covered a good bit of this, the real beginning of this event is still to be uh-uh identified. We don't know how long the Black cat runs and where, attack has persisted because we really don't know day zero or day one of the actual, network penetration. But what we do know is that on February twenty first, change care, start experiencing network outages, and just the very next day, on, February twenty second, change did make the announcement to their customers that they had been, victim of a cyber security attack. Initial response was it looked like it might be a nation state bad actors and there was lack of clarity and what exactly was happening but it had become clear that change was the victim of a ransomware incident.

By the twenty sixth, Black Cat had identified itself as the the culprits of this ransomware attack. There was also as Craig had mentioned the indication that in addition to encrypting, changes infrastructure. There was six terabytes of data stolen potentially inclusive of PHI. And so that information was made public on February twenty sixth.

And at that point, we really started seeing the, the rise of industry advocates such as AHA and MG May starting to advocate on behalf of providers that were being impacted by an inability to process claims and an ability to process eligibility transactions to receive payments and really the, the acuity of the situation became very serious in that week as we all realized that It was going to be a long road to recovery.

So on March first, a couple of important things happened. One, the payment of two twenty two million dollars was made, to a black cap and and we only know this because you can see this in the, publicly available blockchain wallet of that organization.

And so it's speculated that that was the ransomware payment simultaneously change also made, or Optum also made in, available, some limited reimbursement or loan options to provider organizations that were being impacted by this. So payments being made, both to Blackcat and then the beginning of payments being made to impacted provider organizations.

Shortly after that payment was received.

Blackcat staged what is considered an exit scheme wherein they shut down their servers. They failed to provide. We believe they failed to provide decryption capabilities, for change, and they failed to destroy the, stolen a PHI. So at this point, really we move from two important phases in this attack from direct engagement with the perpetrators of this attack to recovery and and bringing, systems and processes back online. And so from that three one date forward, the, it's really been at all hands on deck efforts to architect our way out of this problem as as everyone in the industry truly has been impacted.

Challenges and Impacts on Healthcare Operations

So during the those early this downtime and and still as late as today, there has been significant impacts to operations for our industry, inability to process eligibility or authorization transactions, inability to submit claims to effectively receive payments, to calculate costs, and coverage identification for, medications, and the ability for, for many organizations to run insurance discovery capabilities and so the the scope of impact is is broad from front to back.

Organizations are depending on their level of exposure to this event or finding themselves, truly, to at a standstill in in so far as their ability to charge or receive payments.

The financial impacts themselves are staggering.

Change health care transaction fifteen billion.

Processes fifteen billion transactions annually.

And so even just in the five weeks that this event has been unfolding, that's an estimated billion plus transactions that have been impacted.

So net net, the US health care provider organizations that are impacted by this event are experiencing a, over a hundred million dollars in, revenue loss per day. And so, this event really, is a catalyst in and many of the conversations that we're having today are, really focused on not just workarounds, not just short term recovery, but are really starting to focus more broadly on, business continuity and building redundancy across this infrastructure because it is critical infrastructure and it's something that has not had that level of redundancy and resiliency baked into it.

Long-Term Strategies and Business Continuity

In a recent AHA study, we found that across a thousand respondents, organizations are reporting widespread, issues from direct patient care impact where organizations are are having a problem with direct patient care through ninety four percent reporting that, of course, this is impacting them financially.

And as a result, in those early days, what we were seeing is a scramble to deploy workaround stop gaps and and vendors like ourselves as well as others and change have all been working hard with customers to deploy stop gaps and workarounds to help organizations in this time of need. And by and large organizations are reporting that eighty one percent are reporting that they've found that as being, somewhat effective at, based on, the the current state, of where they are.

But what becomes more clear is when we start looking at what those stop gaps look like. And so you when you really start digging in to see, what's happening with customer that are being impacted right now. What you find is more than half are moving to a new clearing house. And so you're seeing, rapid decision making in processes that traditionally, would play out over a longer period. Twenty additional twenty seven percent are evaluating and move to a new clearing house. So the direct impact by this event has really just unlocked a mass exodus to move transactions to a new clearing house, either as primary or secondary.

When we dig in a little bit further and really wanna understand the longer term strategies that are at play here. What you'll find is that among organizations that were directly impacted by this.

There are more than fifty percent are planning on partnering with multiple clearing houses moving forwards to have that sort of fail over redundancy system in place. And so we're starting to see decisions being made today.

That will lead to having a a primary and a secondary clearing house service in in ways that you do see in other parts of revenue cycle, but have historically not been the standard for securing clearing house services.

The nature of that decision is that what we're starting to see is a pause in in a delineation between implementing short term stop gaps and establishing a longer term strategy. So we're all hands on deck as our others just to bring, transactions back online into process backlog, claims. But beyond that, what we're seeing is most organizations would select a clearing house by going through an RFP, having products demonstrations, engaging, revenue cycle leaders on, requirements documentation and making uh-uh uh-uh direct efforts to really go through a full and proper procurement process and today what we're seeing is an acceleration of business decisions to bring stop gap solutions into the organization.

And why we see this as a a moment for pause is our own research within our revenue management technology adoption model framework is shows us that, claims management, edits clearing house, claims statusing, these capabilities are are core to your revenue cycle. So, and and impact longer term strategies for managing for denial's management initiatives for revenue growth and, automation initiatives. So there's a number of things that were on all of our agendas as we're coming into twenty twenty four that we hope to soon return to that work, and establishing a strong clearing house and and claims management partner is critical to to unlocking the value that we all see and think is is going to be available to those that are aggressively pursuing tech modernization within revenue cycle.

And so to reiterate the the claims clearing house core infrastructure is really foundational and critical to enabling some of the broader and more ambitious multi year strategies and initiatives that we're working with our customer organizations to pursue. And so it does become a an inflection moment, a moment of pause where we have all been working to unlock claims and and make sure we're pushing these out the door and getting payments reconciled back in but now we need to stop and think more long term and align our short term needs with our long term strategies and so there's some key themes that we're starting to see as these bubble up. And one is that these stop gap solutions that we're we're all collectively working on. They need proactive exit strategies.

Planning for Exit Strategies and Future Failover Options

So the recommendation and and what we're learning as we work with our customers is like now is the time to plan your exit strategy from these stop gap workarounds.

Manual submittal of claims is not a viable failover options. So, think about how you're going to sunset your workaround processes and, begin architecting a more palatable failover option for your organization. What does your failover option look like a year from now. When when you have the time now, and the attention of your leadership now to architect this effectively.

And importantly not only do we have the attention of our our teams and our leadership right now, but business continuity budgets are going to open up to support these initiatives.

You're going to be presenting to your boards on what your mitigation strategies are gonna be to eliminate this risk in the future. So now is the time to effectively plan your exit from your current stop gap strategy and your workarounds and start putting the process and budget in place to to design an architect a meaningful fail over strategy in the for your future. And lastly, ask the right questions of your vendor. Ask how you're securing your systems, how you're building resumency and failover mechanisms into your own processes, and really starts to level up the the focus on cybersecurity within those RFP processes and and within that, overall procurement processes.

FinThrive's Architecture and Security Program

So at this point I will pass the mic back over to Greg and he will take us through FinThrive's architecture.

Right. Yeah. So thank you, Jeff. Yeah. So, so just what Jeff said, we we, you know, when when we look at our failover strategy, we're a, hybrid multi cloud environment.

We're at, Microsoft Azure first.

And then where the stack aligns AWS is brought into the mix.

We have our primary data center over in in Lewisville, Texas, and then we have a backup or the DR data center for our on premises, in Phoenix. There is an express route, private endpoint between our data centers and, and, Azure for that secure connection.

And, we, you know, we use best of breed hardware software in cloud services. Just like you see down at the bottom, those are some of the, products and services that we're using in our, in our environments.

All services are monitored, and we have a twenty four by seven, about three sixty five global ops center that conducts that monitoring and and alerts are going out, and, we have a a world class team that is looking at at these alerts and, and, responding very quickly when when something comes up. So, that's the the look at the, multi cloud infrastructure. Let's move on to the next one.

Thank you. So you might be wondering, well, where does your, where is your specific application line? It's a list of our products and where they're sitting.

So we see a couple of, you know, four four products are sitting between Azure and data center.

And then, some are exclusive to Azure. Some are exclusive to the d, DC, and then we have AR optimizer, which is sitting over in AWS.

Alright. Back to you, Jeff.

Oh, my apologies. Back to me. Jeff.

FinThrive Security Program

Alright. So the FinThrive security program, so we believe if I do say so myself, have a, world class security program we built here at FinThrive. So we align with this CSF, so the NIS cybersecurity framework.

We're high trust serve we have soc and, and eniac certification as well. We also pay attention to those industry best practices, that are sitting out there.

In addition to that, we have, oversight, executive oversight with our, security, compliance council team, excuse me, Council. Yeah. The security compliance council that has executive oversight that that tells, tells us, you know, we we bring these these concerns up to that executive team, and they say, Hey, look, this is what we want you to do. Here's the money. Go for it. Right. And so it's nice to have that, executive buy in.

Security Team and Operations

With the security program, we have four pillars. And, the security team is not a small team. It's roughly twenty one or twenty twenty two people.

And there we divide them into four different pillars. We have our security operation center, the security operations team. Again, this is twenty four by seven by three sixty five staff. The, our security team is all internal.

We do not outsource any, security operations or any security functions to another organization. This is all the interns you, they all report to me. In addition to our security operations, we have security engineering. They're responsible for architecture.

And engineering of of our security tools, and and they look for, those those areas where we can improve our tools and, and make suggestions and get those implemented. Then we have our APAC team. Right? And that team is responsible for excuse me.

Secure code practices. So they're scanning the software. Making sure the code is secure. They're holding the, the dev teams accountable for for mitigating those findings, when the code, when the the scanner pulls something up, scan is, excuse me, code is scanned regularly.

All the time.

It's it, it's not a well, we're gonna scan it once this quarter. We're gonna say no. It's, it's constantly ongoing.

And, they're getting reports, and there's a live view, that, dashboard that the AppSec team monitors.

In addition, we have, internal penetration testers that are part of that AppSec team. They conduct red team exercises, so they're constantly hacking our environment at least trying to, anyway, trying to get into our environment, make sure that, that there are no holes that are sitting out there, whenever we have a, a major release or if there's a patch that's put in place that, could potentially impact security. They're gonna test that to make sure that, that patch does not impact security. And then finally, we have our risk management team.

Risk Management and Third Party Risk

They're conducting risk assessments against all other products and our internal excuse me, in our corporate environments, they're also responsible for a third party risk. So we're looking at our vendors, making sure our vendors are doing the right thing. Supply chain, attacks are a, a big hole where, the the bad guys and the bad girls are getting into systems. They're attacking that attack chain, that supply chain.

And then, getting the getting their target.

FinThrive is a part of that, that supply chain to you. And so we're making sure that we're doing the right thing.

Cyber Security Council for Customers

And then, you know, just to kinda go over some of the stuff that the above and beyond, like I said, we did we did a lot of, there's a lot of really cool stuff. That we're doing at FinThrive. We have the budget. We have the, the buy in from the executive team, the buy in from the board.

One thing I did wanna announce today was that we creating a cyber security council, for our customers. And, that that's coming soon, but what we're gonna do is we're gonna meet regularly we wanna partner with you all, to help us, with cybersecurity. We wanna help you with cybersecurity. We wanna have that dialogue between our organization and everyone else so that we're all on the same sheet of music, and we're all protecting ourselves. And we all have, have the the information that's out there. We can only, secure. We can only be secure if we all work together and, and, secure each other.

So, you know, that's, one of the things that we're coming up with, look for that to, to be announced within the next couple of weeks, maybe three weeks. Still working out the detail on that. And then finally, talk about that, the data protection that that bull's eye that you see there. So what that really is saying is that we take the most restrictive requirements across all of our compliance requirements in an in industry the industry best practices and tie them to our products and our processes.

Data Protection and Security Policies

Our In fact, our security policies, our cybersecurity policies for the company are based on high trust. They're based on stock. They're based on enac.

So those requirements that are sitting in there, along with best practices are, written in our security policies to make sure that not only are we compliant but we're doing the right thing, in terms of what our customers want us to do. And I think that's it for this slide. That's right back to you, Jeff.

Very good.

Customer-Led Organization and Innovation

So really piggybacking on what Greg said. A lot of the, narrative in the media right now is focused on the cybersecurity attack that providers don't have an option, on where to turn or who they can work with, to respond in this moment in the short term or in the long term. And what we just want to remind you is that, Findrive is a customer led organization We're a customer led organization and how we respond in the short term and we are a customer led organization and a number of other areas. Greg just talked about our cybersecurity council, which, again, will be customer led, but all of our solutions have been thrive, and all of our responses are truly customer led.

We have customer innovation councils that lead the work that we do in patient access and claims and clearing house and insurance discover and all of the areas that have been impacted by this cybersecurity attack, have our our innovation work in those spaces has been led by customers, since really the beginning of FinDrive. This is a core part of our DNA. And today, just this morning, as per class research, Vintrive stands at number one in class in patient access, number one in class claims management and clearing house, number one in class and insurance discover. So truly all of the areas where, this ransomware attack has crippled our healthcare partners.

FinThrive sits at number one in class research, and it is because we work shoulder to shoulder, with revenue cycle leaders to make core business decisions and innovate on these processes. So we just want to reiterate that you do have options. You there are partners here that are at the table that are here for the short term and here for the long term and to speak more directly to some of the short term solutions that we are bringing to the market.

I invite our next speaker David Gutierrez.

Rapid Deployment Options for Customer Onboarding

Perfect. Thank you, Jeff. Yes, sir. Definitely wanna talk a little bit about what the customer onboarding team has developed for some of the rapid deployment options.

So we created three, essential plans here. We have the essential celebrated essential plus and the advantage. So I wanna take a little deeper dive into what these rapid deployment options look like. So, Jeff, if you'll jump to that next slide for me really quick, and we can touch on these at a high level.

The essential is celebrated. It's our fastest option to get you up and running to get claims out the door in as little as fourteen days. And what this plan includes, it's an insurance master setup up to three pairs that require EDI enrollment, default duplicate and conflict checking, manual claims attachment uploads, and some virtual training sessions. What this doesn't include, is outbound files, integration to some other systems, bridge routines, and custom edits, but it helps us to get you up as quick as possible.

And then you can keep in mind at the end of that rapid deployment, we can come back and look at this implementation and see if there's any further custom work that you need to complete the, the rest of your enrollments and any other pairs that need to get up and running. And then for the essential plus, this is the plan that includes everything from the essential accelerated, but maybe you need to look at some additional sites or some light customization.

And then we can expect these to take maybe up to about thirty days just depending on scope of work that you're looking to see, get completed for this project. And then for the advantage, this is everything in that essential celebrated plan, but maybe much more flex and scope and customization. So these timelines vary a little bit, and we'll work together on what that discovery scope process looks like and put together this plan. So really just to get this kickstarted, we need you to complete the business process questionnaire, receive a copy of your insurance master, complete the discovery scope review process. So, to get this moving along, just reach out to your customer relationship directors or your customer success manager.

You can reach these folks at mysuccess@finthrive.com. Or at finthrive.com/accelerate, then we're here to support you. So whenever you need to hit this ball rolling.

Jeff, I think I'll keep that back to you or to our next one.

Thank you, David.

You got it.

Insurance Verification Options

Next up is James.

Well, everyone, James Bush. We have similar options, kind of pointed out for David, but this time for our insurance verification, three approaches to this model to get you up and running as quickly as possible as as you can kinda see as little as one business day up to three business days depending on the model that you choose.

So, obviously, of course, the insurance verification eligibility has been a difficult problem for most and, requiring your end users probably to go to multiple portals in order to verify coverage. So our quick solution or the quick standard solution for this would be our Health Solutions portal. It would be of manual entry for the the staff. We could send this up as little as one business day, and there's no IT lift for this one. That will grant you access to, eight hundred and eighty payers.

In our arsenal. There's a couple other customizable capabilities and functions within the solution. I'll point that out in just a moment.

Additionally, our second option would be like a file processing, CSV or Python Limited, ADI two seventy, two seventy one, capabilities, a minimum of two business days to get that stood up but we can, of course, take that massive, or that large file and, of course, run that coverage discovery on those, the verification on those and produce course, the required benefit information that you need back. So that of course is available. And then of course, there is an integrated, aspect to this solution or, if you will, or real time two seventy two seventy one, that will of course, be embedded in whatever system that you currently have there about a three business day staying up for this one. And again, of course, requires some IT involvement with this, but that'll be an ADI seventy two seventy one, in response, but this could be, with the standard, a soap format and or an x twelve file. Next slide, please.

So, the first option, the portal option. This would be course, a web, a web portal, they will log in, simple, of course log in. They of course would utilize their the traditional methods of searching for coverage, name, date of birth, or whatever the requirements are for that particular payer that they've selected. There is an opportunity for them to bookmark, whatever their top payers are.

In either sense, it will bring back, of course, the coverage for that particular patient that they put, any active coverage will be highlighted, and an inactive carpet in inactive coverage would also be highlighted within the platform as well.

The solution will also bring back the tracing and tracking numbers for the staff to view. In that moment, there's a second part of this screen which actually kind of breaks down the coverage. Would you go to the next slide for me, please?

Underneath that is kind of large there, but it would have actually provide additional information about the service types and their ability to actually sort that out and provide additional information about the benefits available, within the system. Additionally inside of this particular portal, there are capabilities and functions for them to customize their service type views similar to their ability to kind of customize the views of payers that they can see. And we also do some, payer tracking in there also.

So we typically go out every thirty minutes to track the payers in this system to see whether or not they're down. Anything over twenty one percent it, percent if it cause an if we feel that it will cause an impact your organization. We, of course, will communicate that directly to you. So and that's also available inside of this particular platform.

You go to your next slide, I think it talks about the batch option. So option two as pointed out earlier allows of course you to input and of course batch out some coverage discovery, and eligibility responses here. So as you can see here, again, we are feeding in that that batch into our system and then of course we will push back out to you a a batch of eligibility benefits that were found for your patient population.

Again, a very simple, a lift for, our organization.

Next slide, please.

And then finally, we have the opportunity for us to actually take that two seventy two seventy one information and embedded directly within your solution.

Whatever EMRE HR sys system that you're using, allowing you, of course, to do a call out of a two seventy to our clearinghouse and then of course, push back that two seventy one back to you. That will still view the same connection as all of the of the other two models there, but, of course, the information would be housed directly inside of your solution in a real time, functionality.

Alright. With that, I think I will turn it over to April.

Impact on Insurance Discover and Solutions

Thank you, James. While the majority of the cyber attack impact has been with eligibility and claims. It's also impacted insurance discover, which spans both of those particular areas Since there is a significant amount of confusion in the marketplace about exactly what the difference is between eligibility and insurance discover, insurance Discover is where we search for coverage not presented at the time of service. So lots of times that's true self pay, but We also do look for secondary and tertiary coverage as well, and we are the number one best in class product doing so. Next slide, please.

Whether you're running insurance discovery on the front or the back end of the revenue cycle, we do have it in both both places.

We just relaunched our real time insurance discover front end product at HMS a few weeks ago, and we are bringing the power of our award winning back engine to the front end of the revenue cycle. So if you're impacted at all, since the solution We can assume we know who's got coverage. We can use the eligibility solution to ensure that that coverage is true and accurate and active.

And we can also resubmit the claim on your behalf if needed, but we are ready to help you if you are impacted.

Next slide.

So just like the other solutions, we do have three quick start options available to you if you are impacted.

The first one is an interim solution. It is purely a batch in, batch out solution.

We can accommodate as many batches as you need just to get you through the hump right now. If you're interested in implementing the full solution, we do have a quick start option where as long as we can get you to conform to our file specifications, we can get you up and running in a matter of days. And if you're a former insurance discover customer, we can't wait to welcome you back. We still have all of your configuration settings saved. So as long as you still have our file specs and can conform to them, we can get you up and running in a few days as well.

Back over to you, Jeff.

Closing Remarks

Thank you, April. And, everybody else that has contributed to this conversation thus far so we can close out our time together today. So I just wanna thank everybody for joining us We're happy to stay on the line, until the close of the hour to answer any follow on questions, but, just re reaffirm, you do have options. And now is not the time to make long term decisions based on, stop gap workflows.

This is an opportunity where executive focus and budgets are aligning to make true redundant business continuity decisions, and FinThrive is an organization that is number one in class for a reason. We are, making our business decision shoulder to shoulder with our customers, and we build our products shoulder to shoulder with our customers. And that is the reason why we're number one in class in patient access and eligibility and we're number one in class research on claims and clearing house and insurance discover. It is because we couldn't have built what we've built without the partnership of our customers.

And so in this moment, we also want to be, sensitive. And we think that we are truly the only the best offering in the markets that blends the short term needs of recovery recovery needs of our customers with the long term, more strategic needs of overall business continuity, and creating resilient and redundant systems. So I thank you all for your time. We will stay on the line until the end of the hour.

So you're welcome to stay with us and we'll continue answering questions, but if not, thank you, and we will follow-up offline.