2026 Sales Kickoff

Louis: Hey, Riley, how are you?

Riley Osborne: Good guys, and are you?

Louis: Good. They were highly ripped in nature.

Riley Osborne: Nice to meet y'all. Well, your black screens, you know.

Louis: Sorry. I'm on the road, I apologize.

Riley Osborne: No, Lewis, Rob told me to be mean to you, so, I mean.

Louis: I know, I know, I saw that in the messages and the emails going back and forth, so… I told Rob today, because he was calling me about RVK, And I was like, hey, dude, like, stop telling Riley to be an asshole, please.

Riley Osborne: I won't be too tough on you.

Louis: So you've got, Emily, Kayla, who is our head of, enterprise sales, Sam, who's been with us forever. You know, I know we got a call on Monday, sorry to… to get you on the phone like that last second, appreciate the time. You know, basically, normally before we have calls, we like to do, like, a quick discovery call. you know, to get an understanding of what, especially when it comes to Salesforce, what you guys are using Salesforce for, what the pain points are, you know, what the benefits are, so it's not gonna take very long, but, you know, again, thank you, thank you for being on the phone, you know, do you mind just maybe telling us, you know, I know most of the organization, but not so much on how you guys are using Salesforce. you know, what are the pros and cons that you may have? You know, if you don't mind, just give us a quick intro on yourself and the company, how you guys are using your current system, that'd be awesome.

Riley Osborne: Yeah, absolutely, I got you. Rob had, awesome things to say about you, Lewis, except for the fact that he told me you would 100% beat me in a game of polo. So, you know, I'm a pretty competitive dude, so I don't know… I mean, last time I rode a horse was, like, 7 or 8 years ago, so…

Louis: Okay, well, I guess… are you based out of Florida?

Riley Osborne: No, I live in Nashville, actually.

Louis: In Nashville. There's some polo fields in Nashville, we can make that happen, so…

Riley Osborne: Alright, well, I mean, listen, I'm down. I'm an adrenaline junkie, so whatever, honestly.

Louis: That makes 3 of us, actually. David, my partner, who was on the call as well, is pretty crazy himself, so we'll have to all get together.

David Farache: Hey, Rob.

Riley Osborne: Awesome. Nice to meet you guys. Short and sweet on me, I was playing college football, got hurt, found out that, loved the way pain pills made me feel, ended up getting sober at 19, and just celebrated 12 years, congratulations.

Louis: Patients.

Riley Osborne: On the 31st of December, joined Recovery Unplugged. Six and a half, coming up on 7 years ago, was, on the operations side initially for the first few years. I started a company inside of Recovery Unplugged, which is our virtual services entity. And then, I took over our sales teams about four and a half years ago, and, have just been trying to… bring operational excellence into everything that we do from a sales perspective. So my technical, goofy title is Chief Growth Officer, which really just means I get to go be the face of Recovery Unplugged and help bring people into our system.

Salesforce, and I guess before I go to Salesforce, I did reach out to a couple of my buddies that have Dazos, and… Got awesome feedback outside of the implementation process that they went through, and they said they're still cleaning up. gaps that were created during the implementation, so that was their one large frustration point, but they gave, raving reviews about Ural's VOB tool and its ability to really just be built for our world, as opposed to built for, you know, everybody and their fucking grandma, essentially? Like, sales forces. So.

Louis: Don't.

Riley Osborne: I will say that, you guys got that going for you, but that means that, if this comes to fruition, I'm gonna be beating you up, Lewis, on implementation, so that I don't have these same challenges that,

Louis: We'll… We'll be beating ourselves up, so, you know, just, out of curiosity, so you started the virtual programming over at Recover and Plug?

Riley Osborne: Yes, sir, yeah, I got pissed off during COVID and decided, you know what, let's figure out how to give people help from their home, and it's turned into a… Just shy of 300 patient milieu, you know, consistently, with 40% margins in that business, which is pretty nice compared to everything else.

Louis: Yeah, that's really…

David Farache: Congratulations. Wow.

Louis: Yeah. Alright, yep.

David Farache: What is.

Louis: Robert was telling us about that, so I don't know what you guys did, but for sure, you know, to David's point, congrats. You know, we've got a lot of our clients that tried it out, and… Whether it's, you know, lack of alumni follow-up or lack of engagement, you know, we've only seen a really You know, just a handful of successful companies out of the 2,000-plus facilities we work with that have been able to… to be successful at that, so congrats on that. You know, on the Salesforce side, just quick background, you know, like, David and I, you know, same boat, we didn't spend as much money as Robert and you guys did, but, you know, we were just shy of about $1.5 million, you know. we all really like Salesforce, but to your point, you know, it's not really, You know, designed for the space, but as we go on this journey over the next, you know, month to two months, you know, we expect you to be the sub on implementation and… you know, configuration and questioning, so, you know, thanks, thanks for the time, and yeah, we just wanted to get ready for Monday's call, which is why we asked for the discovery call to really kind of get an understanding of, like, okay, like, what… What are the must-haves, you know, on your end, on the sales side? You know, and what are some of the pain points, if you have any pain points?

Riley Osborne: Yeah, no, well, I don't think we'd be having the conversation if we didn't have pain points, so it's, 100% we do. And I saw that questionnaire that one of y'all shot over, Yeah, let's start with…

David Farache: Let's start with a little bit more basic. Why don't you, if you can, just break down the sales department, how many employees in the BD team, what kind of BD work is their focus, right? Is there… silos in terms of, you know, hospitals versus employer unions versus facilities, and how do you guys keep track of all of that? So we'll get into it little by little, but yeah, you can just give us a small breakdown to begin with.

Riley Osborne: Cool, yeah, I got you. Outreach was the first place that needed support when I took over sales teams. It was… Recovery Unplugged was… built on B2B business, so that is all that there was four and a half years ago. Today, we sit at about a 50-50 split between B2B business and true organic business, so… Majority of that organic business is hospitals, but we have a massive presence in each of our markets surrounding those hospitals, and outreach does anywhere between 275 to 350 admits a month, depending on the month, so it's by far and large our largest producer of admits into the organization. And they… so, I have…

I have a team dedicated to B2B, so I have quite a few house accounts that I've brought inside a Recovery Unplugged system as a whole. That way, nobody's just getting freebie admits. I despise that. I don't think that's business development. I think that's sitting on your couch waiting on a phone call, and I don't do that shit.

David Farache: Making $200,000 a year, yeah?

Riley Osborne: No chance. So we don't have any of those people anymore, but… so there's literally the guy that'll be on the call Monday, Dr. Berry, he's the only person that still exists from that team that was here four and a half years ago, just to give you that picture of how passionate.

David Farache: He's pretty, he's pretty famous around here.

Riley Osborne: I love it.

David Farache: I've been with RU for a long time, yeah.

Riley Osborne: Yes, yep, so he's the only one that survived, and he did it because he was open to change, right? And getting in and grinding. So, the RAM team is the team that's hyper-focused on B2B referrals, so their entire job is to send and receive referrals from B2B partners. There's a few outreach reps that do own B2B accounts, naturally, but none that are the, you know, high-volume producing B2B accounts. So, like, the Banyans, the RCAs, the American Addiction Centers.

David Farache: They're all.

Riley Osborne: Cumberland Heights, all, like, Pyramid, those are Recovery Unplugged Own accounts that are… it's ran by…

David Farache: And those go straight to your admissions team, or… inside of…

Riley Osborne: They go to both. They go to the admissions team, and they also go to the two individuals that run the RAM team underneath me, and RAM stands for Referral Account Management. I… some people hated the name, I love it, I think it's a little aggressive, so I ran with it.

And so, both, David, is the true answer, but our life-saving center, our admissions team, still has some leaps and bounds to make to be in a spot where I can trust them without fall, so I've got that fail-safe in place that it comes to the RAM team as well, but that process is pretty simple. I prefer for them to come in via email. from that other B2B partner's admissions team or their outreach team. Some of them do, some of them don't, but if they come in via email, we do have a… a function that we added… it was an API that got built out for there to be a data transfer tool that just takes the referral from the email and implements it directly into Salesforce, creates an opportunity. So that was a big time save, and a labor save, because I had two humans dedicated to just focus on that all day. And that was from B2B partners as well as hospital referrals for that data integration tool. to take it from email and plug it in instead of it being a manual process, right? There's enough technology out there today that I don't think we need clerical assistance anymore. I don't think we're all there, but that's a dying breed, if you will. So, RAM team, B2B, about 50% of the outreach business at 275 to 350, and then the other… and then 40% of the other 50% block. Is organic business, so that's hospitals, is a huge majority of them, and that's… referrals coming via email, with, you know, face sheet, medical records, MARS, all the things, and then also private practice therapists, outpatient physicians, psychiatric provider groups, things of that nature.

Louis: And right?

David Farache: Those are…

Louis: You do, you do have, You guys do have a feature, if I'm not mistaken, where they can just send you a fax? And that it auto-populates in the system? Am I wrong about that, or… No, no.

Riley Osborne: Yes, sir, that's exactly what I'm referring to, that tool that takes it and then just integrates it directly into the CRM.

David Farache: CRM, yup, yup.

Riley Osborne: Yep. And then 10% is going to be EAP referrals, and we've got a decent foothold on EAPs. I have somebody that's hyper-focused on it, the back half of last year into this year, but… we see somewhere between 20 to 30 EAP union admits per month across all of the markets. So, name of the game is to try to triple that this year. I don't know if I'll get it done, but I'm sure as I'm gonna give it a shot.

David Farache: Got it.

Riley Osborne: Appreciate that breakdown. 24 outreach reps. We're looking to add 3 more to that team in Q1, back half of it. I've got one Director or VP of outreach, and then everybody falls underneath him. Evan, he'll be on the call on Monday. And then, Barry is my Texas leader, or my Florida leader. I've got a leader in Texas, and then the rest of the teams fall underneath. Evan's purview, but they really fall to me, because he's busy with the other, you know. 20-some-odd reps that are on the team, so the smaller markets, I take under my wing, and just… give them what they need, they're kind of on autopilot for the most part, because we stay decently full in each of those markets, except for New Jersey. So that's a big one. Any other questions on outreach?

David Farache: Are some of the outreach reps, focused on the hospital relationships versus the B2B?

Riley Osborne: Yes, so there's… there'll be one-offs where some of the outreach reps own a couple of B2B accounts, but their number one all-time daily focus is organics, boots on the ground, spending 5 to 5… 5 face-to-face It's per day.

David Farache: Yeah, so your B2B business that's non-house is very minimal, probably, right?

Riley Osborne: Correct, yes, sir.

David Farache: Yeah, alright, perfect. Okay, what… are your reps kind of, forced to go on the road to visit people? Are they forced to do virtual follow-ups, touch-ups via email? How are you guys, kind of keeping tabs on that?

Riley Osborne: Yeah, so the 5 face-to-face visits per day, every working day of the week, is my goal, for them. There, of course, are the one-offs, like a Dr. Berry, where I'm not holding him accountable to, activity, but, the… from a tracking perspective, they're responsible for going in, inputting into Salesforce with the account exactly what they're doing with that account, how often they're going there. And for me. That data is critically important, because I can help shift their focus, and I can help shift my dollars as to where they're being spent. So that's a… that's a big component. And then, yes, via email, yes, via… Text message as well. I saw a CTM question in there. They all use their own phones. They're not integrated with CTM at any level from an outreach team perspective. And…

David Farache: And there… Do they ever get… Face sheets or patient information themselves to submit to the admissions team?

Riley Osborne: Yes. Yes, sir, yep.

David Farache: What does that process look like right now? How does it get to your admissions team from there?

Riley Osborne: Two… two ways. Number one would be… We're all big kids, right? The old school method of taking a screenshot of a face sheet, texting it over in a group chat, and then them taking that information, inputting it into Salesforce, creating a lead, which then gets created into an opportunity by the admissions team for it then to begin to be worked on. So that's version 1. Version two is it's sent via email, and if it's not a robust account, I do expect them to manage that relationship on their own, as opposed to that being something that falls to my admissions team to manage. And so then it's their job to take the information and put it into Salesforce, and then admissions picks the ball up from there.

David Farache: Got it, got it. Are you, are you also, in terms of your outreach team, and, and heard about what you said, 5 face-to-face visits per day, that's great. Are you also forced, or trying to get them to… touch up on all of the referral sources that they work with on a minimum, interval basis. Let's say. Minimum one touch-up a month per account, or depending on the type of account. Obviously, some may have other thresholds than others, but do you have anything like that?

Riley Osborne: Yeah, that's an expectation. Salesforce hasn't done a great job of helping me hold Evan accountable to holding them accountable. It…

David Farache: Yup.

Riley Osborne: Unfortunately, right now, it takes their fucking calendar that is their Outlook account with, you know, Jim Bob at recoveryunplugged.com, and… it's considering any and every meeting that they have as a block of work, which we all know isn't a block of work, right? So it doesn't have an ability to differentiate right now, and that obviously is a… a build function, you know, failure on our part, since Salesforce is relying on you to develop it into what it's capable of. But 100%, I'm a big believer in consistency over intensity when it comes to outreach, so showing up Over and over and over again on a consistent basis, as opposed to spending 5 to 10 hours in one place is my name of the game, and that typically results in higher outcomes. So an ability to make sure that they're where we want them to be is definitely something that's critically important to me from a data perspective that I don't… have a ton of, leverage onto currently, so they create their routing plans outside of Salesforce, which never make it into Salesforce. It's housed completely outside, because Salesforce hasn't been able to Be effective for me in that arena.

David Farache: Gotcha. Yep. Yeah, and it's always tough. I mean, Salesforce, you have to do so much manual work sometimes to get data that, you know, sometimes it's not even worth it, right? So, Understood. What, I imagine the admissions team is under your purview too, right?

Riley Osborne: Yes, sir.

David Farache: Great. So you mentioned… And, you know, obviously I know Salesforce, it's kind of a… sometimes a lot of clicks and a lot of different, functions to be able to get data in, right? You have to… kind of grab data from a phase sheet, sometimes you can copy-paste the fields one by one, sometimes you just have to manually type it in. But even then, right, you're creating a lead, then converting it. And then creating related objects to, verify policy when it comes to the admissions team. So the admissions team, do you also have a separate, Call center handling inbound calls from any campaigns, or is that also tied to your admissions team?

Riley Osborne: The admissions team is responsible for any calls, whether they're web-based or… so inbound would be web-based calls that also 100% is alumni calls coming in, alumni that have admissions phone number from the time that they were with us before. There are, referral partners that have the admissions phone number, that they just call the admissions team. So, they're… they're the keys to the kingdom at the end of the day.

David Farache: Yep.

Riley Osborne: Right? If they'. We fail. If they win, we win. So it also happens to be the team that needs the biggest block of work currently. Our Director of Admissions is… last day is tomorrow. We have another DLA that's stepping in, and then I've got a vision for how we bring that team to where we want it to over the course of the next 90 days. But it is… it's a giant block of work, and it's… It's the team that has the most gaps, and it's the team that… is the toughest to manage, because during COVID, we went to a remote call center, as opposed to an in-person call center, so CTM gave us an ability to… really have an insight into what they're doing. CTM's not the greatest system. I've got my qualms with CTM, I'll tell you that, but we at least can see what they're doing today, as opposed to the world that we were living in when we were using 8x8, so… Yeah.

David Farache: Yep. Yep. Yeah, and I mean, in terms of… tracking sources and things like that. You know, unfortunately, you have to live with some of the weaknesses to get some of that stuff that's so crucial. What, okay, I mean, so it's a pretty… simple, but robust setup with, I imagine… how big is the call center, the admissions team itself? How many reps do you have on?

Riley Osborne: We've got 33 in there right now, and that's including the 4 managers that we have in place, but I'm adding 3 additional reps and a… manager that's solely focused on our out-of-network business. We just… we have a call center that's built for in-network business volume right now, not one that is Built to close, built to flip, do all the things that we need to be able to do with our out-of-network business. So, we'll be.

Louis: You guys, you guys, you guys are splitting… like, Google Ads and SEO calls versus, You're splitting those departments within the call center?

Riley Osborne: Well, so I have… there's… today, there's… we'll call it 3 teams, it really is only 2. Today, I have a referral team, which is responsible for outreach and alumni leads, and then I have a web team, which is responsible for PPC, SEO.

Louis: Yeah.

Riley Osborne: Meta, any of that, any of those buckets, but I'm adding a… a third team. I'm… let me… I have the third team, the third team is one person right now, that's not a team, and that's… the unicorns typically result in really bad outcomes, so I'm changing that. So there will be a dedicated team to just the out-of-network business. If a client has out-of-network benefits, they are going to this team every single time, without fail. I don't give a shit. We need people that are gonna close these ops.

Louis: Yeah, really, really smart. Yeah, great, great move on your guys' end. Okay, and then…

Riley Osborne: We've got 18 alumni coordinators across all of our markets, and they're kind of spread depending on how large the censuses are in each of those markets. Okay.

Louis: Are you keeping those at the facility, or those are based out of Florida, or…

Riley Osborne: No, so every single… so I have… 4 alumni reps for our SUD business between Lake Worth and Fort Lauderdale, and then I have one at our mental health RTC, I've got 3 out in Texas, I've got 3 in Nashville, I've got 2 in Virginia, one in South Carolina. I've got a director of alumni, I'm sure I'm missing some people. I'm trying to…

Louis: No.

Riley Osborne: Make it as clear as I can with it still being muddy. But that team, you know, they're… they're our second largest, you know, driver of admissions into the system. They're good for somewhere between Last year, they were good for somewhere between 160 and 180 admins. I want to get them to 200 admits this year, at minimum. Really, I'd like to see them at somewhere between 210 and 215 month over month.

Louis: Yep.

David Farache: Yup.

Louis: Okay. Are you, are you tracking, how do you track revenue, per rep, alumni, BD team member, campaigns? Is that, Is that a, like, a daily, weekly, monthly report that you pull from Salesforce, or even with referrals? How does that work?

Riley Osborne: So, short answer is yes to daily, weekly, monthly. Every single one is important to me. I mean, monthly obviously gives me a full month perspective, but… I don't like to wait 30 days to know if somebody's bullshitting. I'd much rather know in real time. Of course. what's going on. So, yes, to revenue. Revenue's really… it's much more critical to me when it comes to the outreach team and our web leads. As opposed to alumni. Alumni, I hold them accountable to qualified opportunities that we can serve and support, just because for the… I mean, everybody's got shitty alumni that you never want to let back in the building, so I hold them accountable to qualified opportunities. I look at revenue, they don't understand revenue. I… I kind of keep them in the dark on that, because it is, rightfully so. low-paid team, right? They're a bunch of helpers, they want to help people get what they got. That's awesome. I can't afford to pay everybody what I pay outreach, or what I spend on web, right? So, and then from a B2B perspective, one of Salesforce's Number one issues for me is its inability to correctly aggregate financials in regards to sent vs. inbound. Rev, it just… it's never been able to be clean, it doesn't categorize things correctly for me, and it doesn't… like, if I have a parent account, so Banyan, right, let's use Banyan as an example. I have Bain In as a house account, one national account, and then there's Bain In Florida that sends, there's Bain In Texas that sends, Bain InPA that sends, and Salesforce just can't bring all of that together under one roof, so that I can look at them as a national partner, and they can look at me as a national partner.

Louis: Makes total sense. And how are you guys pulling that data? You pulling it from… from collab, and it automatically gets auto-populated into Salesforce, or what…

Riley Osborne: No, we're making an estimation today in regards to expected revenue, or estimated revenue in, and then…

Louis: But estimated revenue in… I was talking to Rob about that last night. Estimated revenue in… On the front end, when you send… when you send them a lead and they send you the lead, or estimated rep…

Riley Osborne: I only, I only consider… a referral, a landed client, right? So, somebody's gotta admit on one end or the other for it to count. I'm not gonna hold them accountable to me sending 10 referrals that never answered the phone. Sure.

Louis: Of course.

Riley Osborne: We do our best to… and actually, a function that you guys have that I was like. why didn't Salesforce do this for us already? Tulip Hill is… is a really close… friendship of mine between Ben and Jacob over there, the ownership team, and they have a… when a referral lands with them, I immediately get a notification via my email. Hey, thank you so much for letting us take care of your client. I think that's just the… Obviously, you guys have been in this world before, because you know that that's, critically important. So, Salesforce hadn't been able to do that for me, which is frustrating, because I think that should be very simple. If I admit a client, just send a fucking notification to the person that sent it to us.

Louis: I'm sorry.

David Farache: There's a lot of… there's a lot of clunky things with Salesforce, because, again. It's not built for the space. Great system overall, it's just not built for the space, and workarounds, right? Like, having these different types of accounts, one for referral sources, one for clients, just doesn't make sense, right? So, looking forward to showing you how our system improves on that, and kind of gets rid of all those headaches. Because we did take the best of Salesforce, and we fixed the worst of Salesforce within our system, right? So… Going back to our document here, I guess, you know, pretty clear idea, right? You're… outreach team, Either gets a lead, or… the house account emails it directly, or the referral source facility emails it directly to the admissions team, where it gets processed automatically. I imagine there's some kind of… Either notification or a queue that goes to the admissions team that lets them know, hey, this just came in from a referral source. How long does it usually take the… the admissions team to, Process that, and get back to… either the client or the referral source, and normally, what is the average? I mean, obviously, it varies, I'm sure, but what do you think is the average there?

Riley Osborne: Well, I'm gonna answer it… With a gap in our process? First… so that it makes sense. Currently. our admissions managers are not managers, and what I mean by that is they are… to a T, the definition of an administrative clerical assistant today, and the reason for that is it's process and system, right? The VOB tool inside of Salesforce that we have isn't super effective, it has its gaps, it has its challenges. I got the feedback that Ural's is much more effective. And then… so what happens is a lead comes in, a rep grabs it, they start… they take it, create the lead, which then gets converted to an opportunity. It then falls on the manager on shift to take those benefits, put them into VerifyTX, Aggregate the information, put it into the opportunity to then deliver it back to the admissions rep.

David Farache: Yep.

Riley Osborne: If my admissions rep can't read… deductible, $6,000 out of pocket, we're way more fucked than I ever thought we were, right? Yeah.

David Farache: Yep.

Riley Osborne: So that's a big gap, and then we also have FinPay, which is a big block of work for those admission managers, creating the FinPay file so that we know how much money the client owes us. We can tell the client on the front end and have a chance at collecting those funds, but they spend… 80% of their shift pulling benefits and verifying them, and then creating FinPy files today. They are not managing anything, they are just doing paperwork, and that is… one of my number one objectives to remove that, because what we did, we took our best people on the phones, and we turned them into paperwork pushers. Yeah.

Louis: Yeah, but…

Riley Osborne: Manage that as quickly as possible is the simple way to put it, but for that process to take place, for us to be able to respond to a referrer, we're looking at… to be able to respond and say, hey, this is a client we'd love to be able to help, the benefits work, let us know and we can reach out. That's somewhere between a ballpark 6 to 15 minute process today.

I'm a big believer in removing friction from any relationship that we have. The quicker we can respond, the sooner we get an opportunity to help, so moving the needle down on that response time is absolutely critical. The immediate response is, hey, receive, thank you so much, we'll get back to you. Yep, yup, working on this, yep.

David Farache: Yep. Yeah, it should be a multi-step communication all the way process, right? Especially with a referrant, who you wanna… you wanna keep up to date. I mean, our system by default, just comes with some of these notifications to the referral sources, not only when patients submit, but when they discharge, and just keeping them up to date is good practice, right? So… It is really simple to set up these notifications within our systems, you know, not, not, not simple as… not complex like it is in Salesforce, which is probably why you haven't been able to get these notifications set up. What is… so when… I imagine that… all of these processes, right, are kind of manual, like, your reps are manually getting back to the referent, and are they also manually communicating these things back to The outreach rep, and how's the outreach rep being kind of updated on the progress of these things, etc?

Riley Osborne: They're… so they manually… what they're doing today is we take it from email into Salesforce. The rep is tagged in Salesforce, to keep them up to date on things, but it is a manual process, has to… you know, kind of tag to the person.

David Farache: Chatter tag, yeah?

Riley Osborne: Yep. And then from there, you know, one of my number one gaps with Salesforce today is patients falling through the cracks in regards to the next step being executed, or the next step not being in place, and then not being followed up on, and then we lose the human, right? I think there's.

David Farache: Yep.

Riley Osborne: Adam.

Louis: So right, like, right now, if, let's say, Banyan sends you a patient, The patient lands… Ed, are you? How does that work? Like, do they… do you guys have Salesforce to where, like, they immediately get a text message and an email saying, hey, you know, John just lent?

Riley Osborne: It's a fully manual process today.

Louis: Oh, wow.

Riley Osborne: It's happening via a group text with Banyan that, hey.

David Farache: Charlie just landed at Recover Unplugged, thank you so much. That is the process across the entire board.

Louis: Oh, yeah, gotcha. Yeah. How about… how about emergency contacts? Like, once they sign the release? Like, do you guys… is there an automated pro… oh, you guys… okay, so… I mean, so what, so do the… People at the facility, or the vets?

Riley Osborne: Yeah, so our process today is when a client lands during their intake process, we do it Emergency contact phone call with the emergency contact during the intake as a stopgap.

David Farache: Paul, yeah.

Riley Osborne: The other person knows that they made it to us, but there's no functionality whatsoever today to communicate out to anyone that somebody has made it to us. That's… it's not happening.

Louis: If there was, like, a… So, okay, got it. So, obviously.

Riley Osborne: I think that'd be awesome, if that was happening, for sure.

Louis: Cool. Yeah, so we'll focus on that, too, on Monday. Yeah.

Riley Osborne: And then for Evan, I mean, I'll just… I'll help you guys sell to him. His number one issue is with our admissions team and the gaps that they face. I just… I created a role back in November that I am calling a quality assurance role. For admission, she's an alumni, former alumni coordinator, but she's also a clinician. She's just capable a lot more than just doing alumni follow-ups. So her entire job is to go in, dive into our gaps that we see in Salesforce, and 90% of them stem from either a technology gap that is not in place to hold the human accountable. or a process gap that hasn't been built out so that it doesn't fall through. And so, if… to be transparent with you, if you want Evan to go back to Rob and be like, dude, why didn't we make this switch 3 fucking years ago? If you tell him you can fix those gaps and you can give his team the ability to move faster and communicate more efficiently with the referral partners, he's gonna be a yes. Barry's… Barry's gonna listen, right? Barry's… been using Salesforce, so he can tell you his issues with it, but Evan is the guy that you… you'll need his blessing to make the switch, since he is responsible for our number one, you know, driver of admits into the system. So, if you could fix admissions for him, make his team's life easier, give him the ability to see dashboards and reports in a clean, functional manner. He's gonna… you know, he's gonna be, you know, off to the races.

David Farache: Really appreciate that. Riley, that was, you know, gonna be our plan to really focus on the admissions call, on the admissions demo, but if he's gonna be on next week's demo, we'll certainly dive into that. you know, certainly, it's such a big difference, right? You mentioned your admissions reps are turning into paper pushers, and it's really not what it should be. You know, within our system. everything is about efficiency. We built the system out to bring in an admin as quickly as possible. That really means no patient data is ever entered in more than one system. The actual… Information that can be automated is always automated, and then… you… there's certain ways to build things in the CRM where you're not leaving it up to the people in order to hold them accountable. You're creating records that they have to actually mark as complete, in order to hold them accountable, to make sure that they're doing their follow-ups, that they're doing all these things, but A huge part of the efficiency comes from the data entry itself, right? Even the whole process of entering a lead, converting it, it's gonna be so much more efficient for your admissions team, because we have a really simple screen, kind of like, I'm sure you're… you guys use verified treatment or verified TX, right? So, similar to how that screen is, right, you just enter a first name, last name, date of birth, and a policy. And it does everything for you. It creates the lead, converts it to opportunity, creates the instant VOB, allows you to request a full VOB, notify the referral partner all at once, right? So, our whole system is built for that, and we'll certainly focus on that when the time comes for that call. Who's making the actual admission decisions on patients on your end, if your admissions team is really just mainly focused on Data entry.

Riley Osborne: So, we've, we've got… I've got… Our process and flow, so lead comes in no matter the referral source, right, whether it's web, alumni, or outreach. That triggers… the lead happens, it gets converted to an op. From there, if the benefits qualify for us, we move to the next step, we're gonna get that person on to a pre-screen, whether that is with a live rep or the AI prescreen agent that we have. I know you guys are familiar with RBK.

David Farache: Yes. Yes.

Riley Osborne: And then from there, it gets sent for medical approval to our doc that approves or denies every single patient for recovery and plug across all of our systems. We have one guy that helps make those decisions. He understands…

David Farache: Kramer, right?

Riley Osborne: No, no, no, no, Dr. Gurgis. I said, you say his name? No, listen. You want to stay as far away from Dr. Kramer with this.

Louis: Okay.

Riley Osborne: He is turning into a hateful old man. Listen, I love Kramer, I golf with.

Louis: Oh, hold on, hold on, Riley, we gotta play golf with him in 3 weeks, so…

Riley Osborne: He's, just get ready.

Louis: Oh, we, we, we…

Riley Osborne: Pacing.

David Farache: We know.

Louis: We, we, we know.

Brooke Hluza: Gotta let him win, Louis, let him win.

Louis: Oh, no, shit, I'm gonna beat the shit out of him, no way.

Riley Osborne: Listen. Your putt is, and you're gonna be like, Kramer, that doesn't mean a fucking thing to me. Like, why are you.

Louis: Yeah, no, no, no, no. We know him. When David and I used to be in this space, actually, he was our doctor at two of our locations.

Riley Osborne: God.

Louis: As well, so…

Riley Osborne: Love, Kramer, advice.

Louis: Yeah.

Riley Osborne: Yeah, no, no, no. So, Gergis is the medical provider that approves or denies.

David Farache: Rivier, yeah.

David Farache: Does the, does the pre-screen make it to him automatically from the system?

Louis: Beautiful.

David Farache: Oh, no.

Riley Osborne: Well, yes, yes it does, but it's a manual trigger process, so that was something we rolled out, like. 3 years ago? I forget the exact timeline, but it was a fully manual process prior to that, where they filled the pre-screen out, and then it had to be put into an email thread. So we do have a really solid… system today for pre-screen goes to the medical team, or Dr. Gergis, it goes to myself, and it goes to Rachel Jackson, our COO, so that we can hold him accountable to pushing a patient through if we want him to. But we removed everybody else from it, because there was… there was just too many hands in the pot. I needed less opinion and more action. So that shift happened Q2 of last year, where I… Took everybody else's ability away to have insight, because, of course, you got… you know, executive directors and clinical directors that don't want tough patients. I don't give a shit if you want a paycheck, so why don't you stay the fuck out of what we're trying to do to pay your paycheck? I just… listen, like. You've been here, so… Yeah, yeah. You know, but then from there, you know, medical approval happens, and then we take the…

David Farache: How does… how does medical approval get back to the admissions team?

Riley Osborne: So, Salesforce triggers an email thread, and Dr. Gergis responds in the email thread, which then does auto-populate into Salesforce Chatter, but there's no, like, immediate next step trigger that happens. It's a… that's a manual process that has to be done by the admissions rep.

David Farache: Got it.

Riley Osborne: My admissions team is going to be able to give you a lot more insight into their process. The gap with them is they… their eyes aren't set on the prize, right? So I don't have a bunch of forward thinkers inside that room. They have their process, they have their flow. they like what they have, they're not focused on efficiency and efficacy, is kind of the way that I'd word it. So, they're not going to be the ones to bring, you know, large-scale solution and movement, but they're the ones that definitely can you know, tell you what they're doing today, I think is the simplest, easiest way to put it.

Louis: Okay, sounds good.

Riley Osborne: But, like, my number one focus for the next 90 days is that call center. Like, that is the only thing I'm going to be focused… outside of… I travel to all of our sites once every 6 weeks, so I'll be in a market, but it is being knee-deep in the game with this call center to figure out why we don't… convert at a higher rate. I mean, look, the best thing we've ever done inside that call center was roll out RVK into our call center. I mean, it was created for the challenge we were facing. We weren't answering the phone, and every single vertical has seen, at minimum, a 5% conversion lift. since rolling RDK out into our call center. So that's been a huge, massive move, because we're doing… 2,500 opportunities a month, normally, like, real opportunities, not leads, real opportunities, not sure. Indigent Medicaid, Medicare phone calls from web leads, that sort of thing, 2,500.

David Farache: Yeah.

Riley Osborne: Wheel.

David Farache: Essentially qualified, yeah, yeah.

Louis: No, no, for sure. I mean, it's, you know… I mean, outside of doing day-to-day activity, same way you're gonna be with the call center, you know, we're working on the partnership, as I'm sure you already know, with Rob and the Team 4RBK as well, so…

Riley Osborne: I mean, it's, it's…

Louis: You are? Okay, cool. Yeah, it's such an easy sell, like, I mean, we just closed 3 accounts for RVK in the last, you know, 4 or 5 days by just letting them…

David Farache: Yeah, it's a no-brainer.

Riley Osborne: Conversation on planet Earth. Like, hey, I want to help you generate more revenue, and it's gonna cost you literally the equivalent of.

Louis: Not even a full admissions rep. How about this? That, that, plus, hey, you know, if you have a facility that's a… shitshow, excuse my English, guess what? When you call, somebody's gonna answer, and then put it in the queue, at least for, you know, a loved one to be called back, right? So that's gonna help prevent AMAs, that's, you know… I mean, yeah, and then you embed the pre-assessments and everything, I mean, it's a no-brainer. So, you know, obviously our goal is to make sure that we have the best-of-class integration with Dazzos, so that you know, I was talking to Rob today for about an hour, it's like, Rob's like, hey, like. Let's make it impossible for people to… to use Salesforce, because we have the best combined product and integration with one another, so people don't have to go out and spend, you know, hundreds of thousands, millions of dollars out there. And on top of that, we're helping them drive more traffic, increase revenue by increasing admissions. and, you know, have a better response for, you know, for family members. I mean, it really is… it's the future of the industry, right? Salesforce is not gonna… they're not gonna waste their time. Rob was telling me today, it's like, they're… they're so busy selling to… you know, to Ford and large insurance companies, they don't.

Riley Osborne: Our little $60 million business ain't worth their fucking time, you know? Oh, 100%. I mean, it ain't small to us, but we, you know, at the same time, to them, we're a drop in the bucket, so…

Louis: 100%, yeah, I mean, they're a $250 billion a year company, so… Right. Yeah.

Riley Osborne: Yeah, no, and I think one thing that would… would be really beneficial for me is… if… I had my leaders capable of utilizing the CRM in a way that benefits them, and what I mean by that is, they can't build a dashboard today, they can't… they can build an archaic dashboard, they can build an archaic report, but they're not… Salesforce gurus, right? So, that's where a lot of time gets spent in going and trying to build a report, build a dashboard, do those things. So, if there's a world where there's an education component on, hey, here's exactly how you can go aggregate whatever data you want to aggregate, and it's going to populate for you in this form, like, that would be… I mean, that would save me hundreds of man-hours a year, which would be awesome. That really is a gap that Salesforce has for us, that if I don't have somebody that's really technically oriented, I, you know, I've got a report that doesn't give me accurate data, I've got something that looks like shit, and Doesn't tell me what I need it to tell me, so…

Louis: 100%, and that's part of what we're doing right now at Dazzos, so that's short-term, yes, there's a world out there where, you know, you guys would have that, you know, prior to launch. In addition, you know, what we're talking about with Rob is, you know, we had big discussions, you know. we want to be an AI CRM for the space to where, you know, in the next 6 to 9 months, you know, you won't even be able… you won't even need to put those reports together, right? You'll talk directly into the system. And, and, and, you know…

David Farache: Pull all the data for you.

Louis: CRM itself, yeah, I wanna know…

David Farache: And build the reports for you.

Louis: And build a report. So I want to report, I want to know how many admins my team in Texas did, and what revenue was generated over the last quarter, 6 months, 12 months, and that's gonna automatically, you know. auto-populate for you, and then for your team members as well, so…

David Farache: Until we have that, which, like Louis said, that is a huge part of our focus for our roadmap for this year, but, in addition to the partnership with RVK, where we're gonna be you know, building, like Louis said, a best-in-class integration between the two platforms, and just kind of offering it as a solution. Until that, you know. AI reporting, platform comes together. You know, the reporting system itself, is very easy to work with. We do have a, I'm not sure if you're familiar… if you've heard of Intercom or FIN, But, it's basically an AI engine that is fully, you know, trained in our program, knows how to build reports, you know, you can ask it a question, how can I extract this data? Tell me exactly what to put into the report settings, and it'll tell you exactly how to build it. So, even in the short term, you'll have a lot of assistance, and even if you can't figure it out from there. you know, it's a very different kind of environment from what you guys are used to with Salesforce, where Salesforce, even though it's a great system, it's all self-support, right? You need to get someone internally to help you. Where here, you have a customer success manager, you have a technical support team, you have… Obviously, during implementation, the implementation team that's gonna be dedicated for you guys. So, just a very different experience overall that you guys are gonna see out of this. So, yeah, I think we can definitely turn that around, those shortcomings.

Riley Osborne: Yeah, I have one question. Brooke, is that a Christmas tree still behind you?

Brooke Hluza: Yes.

Riley Osborne: Okay.

Brooke Hluza: Please don't judge me, I know, I was out of town, and yes, it is a Christmas tree, and my husband was very nice and took down all of my Christmas decorations. But not my office tree, because it's a flock tree, and he doesn't like that, and so it's my responsibility to take it down. And I just told him earlier, I was like, I might just leave it there. Like, it's kind of nice, and, you know, whatever. I don't have to put it up again.

Riley Osborne: Live your life, dude. Live your life.

Brooke Hluza: Yeah, no, I know, I keep seeing it in the background, and I'm like, you know, I really need to take that down, so… But yeah, no, from one sales leader to another, like, empowering your leaders to be able to build some of their own reports and track metrics outside of just, you know, the very standard things as they lead and try to scale their team, I mean. that's… that's huge. So, I think that, combined with what you talked about with helping the admissions team, I mean, you gave us a lot of really good insight, you know, tripling your EAP referral admins this year, you know, and the quick response time, down from 6 to 15 minute process. I mean, the alumni piece, so I… you've got… gave us a lot of good things for us to… to really build, a good demo round, so that we are showing you how we're going to be able to come alongside you and actually achieve, you know, these goals. So… I'm excited, I'm excited to dive into the system and… I think you'll find there's a lot of… little workflows and pieces of the puzzle that are very thoughtfully already built out in the system that will allow you to enhance a lot of the things that you already have built today that are just more specific to the way you communicate in the industry with the, you know, referrals, and just the whole… the whole piece, so…

Riley Osborne: Okay. Yeah. And then, does Dazzos have a… When it comes to VOBs, does it have a knowledge center in regards to… prefixes on different payers, right, and how they may or.

David Farache: Yeah.

Louis: Absolutely, yeah. So, we were talking, I was actually talking to Rob last night, so, like, it depends, right? If it's your network location, right, we'll auto-populate your rates so that, you know, you can, you know, once you put in the information…

David Farache: Estimate the value of the patient, you know.

Louis: Yeah, you can estimate the value of the patient. If that patient is set to come just for detox and res, or detox res, PHV, ILP, you can estimate the value of what that's gonna be, and then we'll pull you know, It's… well… Thankfully, the states that you guys are in, you know, we already have clients, like, we have clients, I think, what, David, almost 40 states?

David Farache: 30.

Louis: You know, yeah, 30-something states. You know, if you're not… if you're not in a state, you know, where we currently have clients, I mean, we're aggregating the data from our clients. Obviously, it's all PHI scrub, but… You know, we aggregate the data from our clients across all prefixes, across all states, and then if you're out of network, we'll be able to tell you you know, for each level of care, what, you know, the lowest payments have been versus highest payments. Obviously, if you have a GCS policy. or, you know, depending on the Cigna or the United policy, you know, like, it may pay different, but certainly for BCBS and all the different prefixes, you know.

David Farache: We'll give you an average, and the averages are usually based out of large samples, right? So they're, you know, I wouldn't say 100% accurate, but I would say between 80% and 90% accurate in terms of the averages for the out-of-network.

Riley Osborne: The reality is, today. I don't have a lick of data in regards to prefix payments outside of what lives inside of my admissions manager's brains, and then the director of the RAM team, right?

Louis: No, yeah, no, that, that, that, that wouldn't…

Riley Osborne: So, that would be… move, which Get it from.

Louis: Absolutely.

Riley Osborne: What are those fuckers? Hold on, it's, you'll know these guys. Zeely, you know those guys.

Louis: Yeah, Zilli? Yeah, yeah.

David Farache: Really, yeah.

Riley Osborne: They didn't deliver, is a simple way to put it, so, that would be a huge move, because that is one of our large gaps, is we can't make decisions quickly on how to network benefits today.

Louis: Yeah, Ali and those guys, what… you've got facilities in Tennessee, Jersey… Florida, Texas.

Louis: That's true.

Brooke Hluza: Is it often? I know it's in Texas, I'm in Texas, so… Yeah, yeah.

David Farache: Yeah, our two out-of-network sites are Jersey and Florida, so… Oh, okay, yeah, so yeah, we have longer rates in those states, yeah. Cool, yeah.

Riley Osborne: Well, then that would be, I mean, that'd be a massive, massive, massive move.

Louis: The only thing we, you know, that's kind of… okay, like, you know, if it's aetna plan, does he reprice to GCS or not? That's really one of those where, you know, it's kind of a crapshoot these days.

Riley Osborne: Yep.

Louis: You know, where you may not, you're gonna get an average, right? And…

Riley Osborne: More than I got right now, so that…

Louis: Yeah, you're not gonna be able to tell on the front end, you know, unless you run a live EOV, you know, in which case then we can tell you what the rates are.

Riley Osborne: Right, right.

Louis: Yep.

David Farache: Yeah. Got it.

Riley Osborne: Okay, cool.

David Farache: Alright, well, thank you very much. I know I told… Thank you, Allie. Really helpful, thank you.

Louis: I told Rob we only need you for 15 to 20 minutes, I didn't say an hour, so we apologize, but…

Riley Osborne: You're all good. Listen, it's a big decision, it's a big move that results in, you know, success or failure. So, we are all good, my friends. Frame ring golf, and look, don't let Rob be mean to you. I've had to put him in a couple of times, so…

Louis: Don't you worry, we got him. It's all good.

Riley Osborne: Okay. Alright, cool.

David Farache: Louis can help me and Rob.

Louis: Yeah, yeah, we're good.

David Farache: Thank you, Riley. Appreciate your time. Thanks, Riley.

Brooke Hluza: Christmas tree.

Louis: Thank you.

Brooke Hluza: Bye. Bye.