 Yeah, I think we're good to go. All right, so I also turned over to you and thanks again for providing this demonstration. Yeah, I appreciate it so I'll introduce myself to talk about kind of the quick agenda and be happy to kind of take interactive questions as we do. So my name is Harris Kamal. I'm the Chief Revenue Officer for Medi Ledger's network that's administered by Chronicle. We'll kind of explain kind of how that works as well. My background has been in life sciences for the last 17 years, typically in startup scenarios, working in the supply chain. And then a bit of a pivot here to charge backs and we will explain what charge backs is as we get into this for us. And obviously, this is not a technical discussion today. Today, I'm going to be focused on kind of the business case and the business reasons of what delivered as a solution that is in fact powered by blockchain in the back. I think there's some background noise that just started. Okay. No problem. So with that, I'm going to kind of jump in and kind of talk about what it is that we were built to do. So we're basically are looking to streamline financial transactions for the life sciences industry. So we had to pick a place to start. And what we were doing, you know, and I'll be very honest with you guys, there was a time where I was a blockchain naysayer where it seemed like blockchain was just a panacea for every single thing that we could ever think of. Whether it was tracking our products in the supply chain or tracking sneakers on a sneaker exchange to make sure that they're authentic, right? It was all blockchain powered information. What the reason I joined Betty ledger is because I really felt that we were on to a very precise business case that actually levered in the right way for the right thing solving the right problem. And what we found, you know, in, as we look into healthcare and life sciences work in pharma across distribution and so forth, is that there's a trillion dollars spent each year in just the administration of our healthcare. Now, when we get into kind of it from a systems perspective, what you'll find is that, you know, as like any supply chains go, there's any factors there's distributors and there's consumers dispensers hospitals pharmacies. And it's very similar to any supply chain, right? There's those equal participants. The problem happens in these supply chains is that there's this perpetual misalignment of data. Just really simple things, right, is that, you know, in our, as we get into our youth, we'll talk about, you know, purchasing organizations, distributors and manufacturers, but their data has to align in order for these financial transactions to take place. Okay, so it's as simple as, you know, Harris wants to send money to Jeff, do we both know each other's unique identifier, can we align on that or do we both call each other something different, right? Does pharma manufacturer like Pfizer call a drug a certain name, when it gets to the distributor, they call it something else when it gets to, you know, the hospital system and the pharmacy, maybe they refer to it as something else. And what happens is, is when you're trying to conduct any financial transactions that data misalignment ends up in errors, as you can imagine right so you submit whether you're buying something returning something, any transaction you want to engage in has to be aligned right you both have to understand who's the party buying it who's what are we buying, when did we buy it what price are we eligible for, based on our profiles. And that misalignment re leads to what we call revenue leakage, and we'll talk a little bit about that. But what the industry has done all along to solve these problems is just throw more people at it. Right, we've not leveraged technology much. And as we engage in life sciences strangely enough we're probably so innovative when it comes to product development in the pharmaceutical manufacturing arena, but really not so when it comes to technology and leveraging technology in order to conduct business. So, what is happening right now is that there's a number of transactions that are supported with these financial transactions and we'll talk about charge backs are supported by EDI, which is an age old technology quite frankly has been around I think since the 70s. It's not, you know, an intelligent technology it doesn't really validate data it doesn't make sure that there's any business rules and forest or anything of that nature. And what happens is is that when you're doing that it's it's not real time. It's doesn't have any alignment factors in terms of making sure that we're all referring to something as the same thing takes weeks and days, you know, in manual applications to get it get it done. What we're moving the industry towards and we call it bit of an industry movement is automation, lowering their costs and making it real time. And what we'll do is we're looking to basically offer a solution that's much like a clearinghouse. So what that means is is that us as the administrator of the many ledger network, right, there's a number of participants in it distributors group purchasing manufacturers, we act as a clearinghouse meaning when that information is submitted, we've kept an aligned the data outside of your four walls. So what the distributor calls the drug, what they refer to you as a customer, what pricing eligibility they had is now aligned, people spend tons of money to do it inside their four walls, but what network to allow allows you to do is have a shared sense of the what we call the source of truth. So there's a source of truth for membership IDs, you're identifying there's a source of truth for what the product is called. There's a source of truth for the contract and the pricing available for those drugs. And once we with the network 2.0 that level of technology allows us to align all the participants in the financial transactions, so that it can be done in real time so that it can be automated so that something like a blockchain can enforce business transactions that say hey if these conditions are met. This transaction is legitimate and should flow through the system. So that is kind of the intent, a little bit about our background. I think it's really interesting to see how we came together. This is a platform and a network that was built by the industry for the industry. There are a number of collaborators inside it, large manufacturers. If you know much about the distribution of pharmaceutical products in the US, you know that McKesson Cardinal Health and Mayor source Bergen who is now called synchora and rebranded themselves control about 90% of the supply. So products are being purchased. So whatever Cardinal McKesson or Mayor source Bergen are likely one of the distributors behind it. There's other sources of information that we collaborate with called a group purchasing organization so group purchasing organizations is basically, you know, they, they aggregate the spend and the buying power of hospital systems as an example. And they get preferred pricing for their members. So the folks that we started with are where the manufacturers a wholesalers and the group purchasing organizations. And this industry came together over a number of years they created a working group. We actually started in a working group that was dedicated to the drug supply chain security act. And that was for the tracking trace of products and the requirement to verify that that product was not counterfeit and it was legitimate throughout the supply chain. So we were a participant in that and one of our products supported that and that industry working group as they were getting together. They said, look, this is really interesting that we are, you know, solving this compliance issue with a blockchain based technology for track and trace. And we really would believe is an issue is this issue with charge backs. And we should look at what we can do to solve this problem that we have in a charge back I'm going to explain here. And so they had us look at this. So a charge back occurs this in this way and if some of us are probably old enough to remember rebates where we used to buy an item and have to fill out a piece of paper, tell you what, attach our receipt, tell you what product we bought. And look mail it in within 30 days to get our rebate back. Right. So, think of it in that context. What happens here is, is that a distributor like Cardinal health, for example, will purchase drugs from Pfizer. Let's just call it at $100 a vial. What happens is, is that they will then end up selling that to a hospital system that's part of a group purchasing organization, but that group purchasing organization has made a deal and has a contract for their members with Pfizer that says, Hey, I get this for $80. So of course, the distributor has now bought it for 100. They fulfill the order at $80. And what they do in order to make themselves hold again is go and submit a claim to Pfizer that says, Hey, I sold this drug. I referenced this contract. It was for this group purchasing organization member so they got this pricing at $80. I bought it at 100. Here's the members ID. Here's my contract ID. Here's all the information you need. I'm submitting it. Please give me my $20. And so that is in fact what a chargeback is. So, a very specific term within our within our community, but there's $90 billion worth of these transactions going on every year. If you look on the annual reports for Pfizer or J and J, they actually have it as a line I, you know, it's the, you know, for I think for Pfizer was like $9 billion on it that they that they reserve and cash flow for this particular transaction. And it makes a big impact on their bottom line. Now the issue here is that you with the current system, 4% of those chargebacks are an error, meaning they will basically end up in a dispute. So Cardinal will submit it. And Pfizer will deny it and say, guys, you're outside of your submission window or you did not reference a contract or, hey, that that that person you sold it to was not eligible for this pricing. So I'm going to deny that chargeback and they're misaligned right and it could be that hey they didn't get the contract price updated in time. They didn't get that member associated to that contract in time because it's not in real time right now, using email and EDI at best. And they'll dispute it that they have, you know, Cardinal has hundreds of people dedicated to resolving this dispute. And there has a team of people that does the same and at some point, they will either agree that one of the parties was wrong and issue the chargeback, or they could agree to disagree and settle the claim, maybe at 50%, or they completely write it off. And that is what ends up in the revenue leakage that's costing the industry about $4 to $10 billion a year. So that is what it is that we've kind of focused on in Harris. Yeah, hi Tom playing quick, quick question. Was there any sort of clearinghouse in place or any sort of mechanism to aggregate this data previously, or is this brand new everything was point to point previous previously. This is brand new we really don't have another aggregator of sorts or a network of sorts in play when it comes to chargebacks. Okay, got it. And I'm just doing what I'm rolling around in my mind is, in a similar situation Walmart Canada, they had to spew itself 70%. And Sierra would get it down to 1%. So, 4% sounds a lot lower than 70%. So I'm pretty impressed that it was only 4%, but still that's $4 billion. It's a lot of money. It's a lot of money right and when it comes down to the individuals, you know, we're, it's a matter of cash flow, right, the cost of capital that they can't put this capital work it's unpredictable so they have reserves, you know, $9 billion sitting around waiting to figure out where the chargebacks are going to come in, because they don't have any kind of they haven't had. I should say any, you know, thing that gave them a lot of confidence that everything that they know is going to be paid and they don't need to keep extra reserves around. Thank you. So, just to give you an idea about where this fits in, you know, pharma will always talk about their grossed in that problem. It's an interesting there's a report from Johnson and Johnson. And I'll report that on chart on this and what they do is they point out that hey, drug prices seem to be going up, but it's not that the drug manufacturers are making more money on a margin basis. They're actually paying more fees. They're paying more rebates. They are issuing more chargebacks. They're dealing with copay cards returns. And net sales, if you get grind it out down to very little, one of the largest components of this, you know, the deductions that they take is chargebacks. So that is where we where we started to get alignment from the industry with the pharma manufacturers, the distributors, and the group purchasing organizations. And we added health systems to the network just just got our first one in so what you'll hear us focused on is its alignment and accuracy that that is what it is that these folks are after. And I know there's a blockchain talk so I'm going to give a little bit of blockchain we we do use substrate as our blockchain for those technical people and not technical so I won't be able to go into much detail there. So the choice that we made early on thinking that many blockchains could end up connected and and substrate gave us the opportunity to do that. We are a permission based blockchain. What we typically use the blockchain for is a couple of things right of course the trust making sure that the parties are registered and we know who they are and as they're exchanging the sensitive data around drugs and pricing. So that's the type of financial transactions. Of course the security, but the rule enforcement is what really comes into place in our network and as I walk you through kind of how we've solution for this. That will kind of come to come to bear as well. So think of a think of a business rule as in like, hey, if I'm, you know, submitting my claim for this chargeback that I want for $20 within my window. I've referenced a contract that the blockchain has a identifier for it should be automatically credited back to me. So if the blockchain is doing that rule enforcement, there's no ambiguity. There's no person to kind of evaluate the claim as long as it needs those conditions that claim would be honored. Again, as I'll just point out really quickly, again, we're focused on manufacturers, distributors and GPOs and I will kind of talk and I think we've talked about the business case a little bit already here so I'm going to skip that. But what I want to point out is I'll get into a little detail about how this was happening today and what it is that we brought to the table and what the future state looks like for our current customers. So I've mentioned the group purchasing organizations, you'll see here on the left hand side, I've mentioned the manufacturers, and I've mentioned the wholesale distributors. Now, what happens today just to give you an idea of how this whole process comes together is a group purchasing organization basically publishes a roster, a roster is just a list of their customers that are eligible to purchase at the price of their membership. Right, so they've got a roster, a list of customers that are that they are said that are on their own part of their membership, and they need to send that to the manufacturer. Because what the manufacturer is doing Pfizer, Lily, Johnson Johnson, what they're going to do is they've got a membership team. Right, they come in and say, okay, this GPO is saying that all their members are able to buy off of this contract at this price. And what I'm going to do is I'm going to evaluate these customers. And I'm going to determine what price they're available for I'm the source of truth on this contract. The GPO is this going to be the source of truth on who's on the membership list, and we'll kind of reinforce that as we go. And what happens is, is that the main factor gets that information in what they'll do is they'll manually go look up the hidden database which is the, the identifier database for the industry that says this is your member ID. This is who you say you are, or DA number right if you're purchasing those class to drug, or you're a part of the 340 b program, all of these have identifiers basically that basically say, this is who you are this is your member ID. If you're going to be referenced in this regard. This is your reference number that determines whether you're a pharmacy a hospital, a physician. And those are the identifiers that will identify you. So the main factor goes they look up their identifiers and go okay, I'm going to match up this list yet everybody has an identifier that looks good. Now I'll deem through my evaluation, who is eligible to be buying as a hospital who's buying as a pharmacy who's buying as a physician. That's what they call a class of trade determination that class of trade determination tells them what price they're eligible for, based on that evaluation that the manufacturer does. Now, once the manufacturer has done that, they then have to send that information over to the wholesale distributor because those are the ones that are that need this information in order to fulfill those orders. The next thing that happens is that manufactured today using EDI. And that happens in a batch process transit transmits it over to the wholesale. And the hope is that they've got all the information correct that they've identified everybody that's eligible, they've identified that they all have an identifier on there, they identify what class of trade it is, and they get that over to the distributor in a timely fashion, before anybody purchases drugs. And what happens is pricing changes membership changes, and all of this has to be kept up to date. And that lack of real time accuracy and alignment between one another that causes the disputes. Now, we get that the wholesale gets that information over. It comes through typically an EDI message, and they're able to say, okay, I'm going to sell to these hospitals at this price. At the end, once they do it, they're going to submit their charge back using another EDI message that says, okay, guys, I've now sold this drug. And this is all the information that, you know, that I'm supplying in order to get my charge back. I'm not going to credit it to me. If it all works well, they get a credit memo issued back to them through another EDI message. So that is what happens today. So this is all manual processing. This is non real time this is EDI emails, and what happens is it leads to kind of a bunch of errors. Because we came up with three different modules to approach this one roster management, meaning that we're going to validate and make sure that everybody identifies their customers with the same identifiers that they're all present that they're all unified and provided unified view for that. The contract communication, we move away from email and EDI, and we go into a peer to peer network, which is real time so as soon as a contract or price or a member is updated on a contract at a manufacturing system, it's immediately made available to the wholesaler. And then lastly, is the claim adjudication, which I actually glossed over. I'm going to talk about that in kind of the new, the new sense claim adjudication is that what we are doing in terms of the wholesaler and when they submit and how they get an automatic credit. I'll walk through that. So, I'll just take a pause really quickly just for the group if there's any questions in terms of understanding the current state or the nature of a charge back. Before I kind of go into the actual. That kind of what we solution for real fast Harris what's a 340 be just elevator. Oh yeah, sorry. So 340 be is, is a, is a designation for hospitals that are underprivileged serving kind of a, their federal response or to provide products to Okay, the less kind of I'm missing the word, but kind of like the underprivileged hospitals right so they get to buy a set of hospitals are designated as serving underprivileged communities underprivileged communities. There you go. And so they get to buy a 340 be pricing which you might commonly hear Tom refer to as penny pricing. What's a penny and penny, penny pricing. So, they get to buy pennies what everybody else is paying dollars for. Right. So, it's a, it's a, it's a, it's an interesting, it's a program that's meant to kind of help serve the under serve community right. But as you can imagine, it's a pretty fun. It's a large financial obligation from the print many, many factors. Okay, got it. Thank you very much. Hey, here's a strategy question, looking over what you had on the, the choir state, I guess we'll call it so pharma and GPO is a new there was this massive costs associated with the whole process. So, I assume that they knew what that was what drove them to finally say, we need to implement technology. Tell me if it's cost, what drove senior management into that. Honestly, I think it was kind of a unique situation where we had that work group together. And I think blockchain was one of those things where I think a lot of the executives probably got a mandate to actually look into it. And say, hey, are we being left behind or as, you know, is the red our other industries taking advantage of this and we're not, you know, so I think blockchain at that point in time a couple years ago had that cash aid that said, hey, we should take a look so we don't get left behind, you know, so we had that working for us. And honestly, we had that working group that was driven by a compliance requirement in the supply chain security act the drug supply chain security act. So, it was just that group going looking at what the power of blockchain should do and seeing that rules could be enforced and they had kind of colleagues, you know, kind of adjacent to them in the chargeback space that's thought, oh, this, this, this might be the place for it right this might be a real business case. And so we kind of pivoted with that working group and that working group it took a lot of time I will tell you. Pharma is a risk averse industry, right they do not gravitate to new technology very quickly, especially something that's unknown like a blockchain network. So there's been a lot of proving ground, I would say, it's taken years to get these folks comfortable to the point where they're going live and scaling at this point, but it is a long arduous. Interesting point. Yeah, okay. And it's not, it is not easy to get former to move in this direction I'll be really very honest with you, I had to do it all over again I probably have a lot less gray hair, you know, but it's a, it's certainly challenging but yeah there was, there was certainly some interest in blockchain and look, I think what happened is, is that the juice was worth the squeeze, right they realize how much revenue is being lost. If you if you take a just a snap at their audits. If you look at a company like JJ and say that they do $15 billion worth of charge backs, when they do their audits. And this is not specific to JJ Eli Lilly or Pfizer 1% of their audit of their of what they paid out could be an error that they should have never paid. Right, but they don't have, you know, the ability or the tools in place to look at every single transaction and scrutinize it without going through that manual effort and that dispute resolution that's super costly. So, if you're doing, you know, $10 billion in charge backs and just 1% of those you pay an error. That's a pretty large number to get after. So, we're able to kind of build this based on the ROI so what we've been effectively able to do to get these folks to really engage is build out that ROI model for them. We do a lot of modeling on terms of, hey, how many charge backs do you have, what is the size of your charge backs what are your error rates, we take that all the way down and provide a business case down to the P&L level of what they could recover. So that is, that is how we've engaged them. Thanks. So, I'm going to make sure I'm not running short on time here so 930. And this is what our network looks like. Okay, so once again, you'll see the GPOs, you'll see the manufacturer, and you'll see the wholesaler. The whole network includes the HIN, DEA and 340B is integrated into our network. So it looks like when you talk blockchain, a manufacturer has a blockchain node, so does a wholesaler, so does a GPO, but we also have nodes for these identifiers. And the reason for it is this, is that the GPO is now going to publish their roster, and they're going to say, hey, these are my members and this is who I believe is eligible for these contracts. I'm going to send it to the manufacturers and the wholesalers, but what is happening here before that data gets into the network is that it is doing simple rules. I could say is at least one identifier present for each one of your members, because without that we can't really conduct any transactions, right. So we, it's checking and says, hey, one identifier is present, then it says, okay, if it's a HIN one, let's check with the HIN and make sure that it's still up to date, that this is not expired, you know, or dormant or has changed, for example. So it's doing that, the network is doing that check for you, and it gives back the GPO the validation that says, okay, everything looks good, that data can flow through the network. If it doesn't look good, it stops it at the GPO's doorstep, right. Now, we have rules, if you can imagine that can be turned on and off, but a basic rule is that, hey, we're not going to let that data go until you fix that, hey, you don't even have identifiers for your members. You need to go and add identifiers, make sure that system will make sure that those identifiers are valid. So that's the source of truth with the GPO, that's where we try to solve that problem, is to make sure that they're the ones responsible for adding those identifiers. Now that information makes it over to the manufacturer. The manufacturer, typically was going in and having to research manually and find out, are these valid data, do I go to these three different databases, I'll have to go to Google and do an address search before I say hey, that roster looks good, so that my team can go in and then assign eligibility to this within my internal revenue management system. So today, now we've automated that, so we've automated that work, the manufacturer no longer has to do that, the GPO is the source of truth, they're pushing that data in, now they've got a clean roster, it's matched up against those identifiers. What they'll do is they'll say, all right, I'm going to add them to my customer master, but now I'm going to determine eligibility based on my business rules, you know, do I believe they're a hospital, what am I going to assign, what contract and pricing eligibility am I going to assign that to. That gets done in the revenue management system, but instead of communicating it through EDI, it's through our peer to peer network. Now, the peer to peer network again is doing a couple things, it is doing a validation, it is making sure again that all those identifiers are there enough to date. It's making sure that that minimum contract information is there that there's a contract identified that it's a valid contract that the start and date of the contract aligns with the pricing start and end dates within the contract that's embedded within there. So it's kind of a much smarter way to make sure that all of that data that would be needed in order to conduct a successful charge back is actually present. So it's doing all of those checks, it can do 12 to 25 different kinds of validations depending on what rules that we've set up, but that rule is set up in order to make sure that all of that data, a complete set of data is then transmitted to the wholesaler through the peer to peer network in real time. So if any pricing has changed, or if any members have fallen on or off, their eligibility has changed, whether they're getting hospital pricing or pharmacy pricing, it's transmitted to them in real time. Now the wholesaler at this point has all the complete information in order to complete a successful charge back, right? So they've got the IDs are present and they know they're good, they've been validated, they have a unified view, the contracts are coming over in real time. They know what pricing those customers were eligible for, they know what contracts they were eligible for. So hopefully they've now used all that information. So when they submit a charge back, they're also going through a validation check. The blockchain here is actually doing the adjudication and saying, okay, Mr. Distributor, you're submitting a claim. If you submit a claim without a valid contract, it's not going through. The claim factor is never going to see it because I'm blocking it. I'm doing the validation. If you're submitting it outside of your submission window, if you don't have a member ID present, or if that member ID is no longer valid, or if that member ID was not valid at the time of purchase for that eligibility, it's enforcing those rules. So those rules, if they're met, it's great. It goes through. The charge back is done. The blockchain in our world actually issues a credit memo. So a credit memo is then instantly issued to the wholesaler. And they know that that money is going to be coming in for them and they can account for it in their P&L. So what we've done here is we've tried to identify the source of truth, right? Sort the truth for members or GPOs, contract and eligibility are the manufacturers and the distributors get a complete set of information in order to conduct a successful charge back transaction. So that is what we have kind of established in the network and the solutions that our customers are using today. So if I didn't mention, you know, I would say the leaders in this are folks like Sencora, Amerisource Bergen, Cardinal Health from the distributor side, FFF, a smaller supplier, sorry, specialty distributor, and folks like Pfizer, Johnson & Johnson, Eli Lilly, those newer folks that have just joined like Lupin, Sipla. So we've got, you know, kind of a who's who of the pharma industry. I believe eight of the top 20 pharma manufacturers, the largest distributors and group purchasing organizations like Premier, MHA, and Vision are involved. So really an industry movement, really moving us towards automation. And what we believe is the right application of blockchain to the right business case. Cool. Hey, here's Tom Klein here, quick. Yeah. I mean, you know, or maybe at question time, if you could talk a little bit more about how that sausage got made, I mean, you know, just speak to your gray hairs there. I'm sure they all didn't say, oh yeah, hallelujah, let's all get together and let's all do this. So maybe a little bit, again, not now, maybe later at questions, how that went from one and the spark generated and how they all came together, et cetera. So a lot of the governance kind of stuff there. Sure, sure. I'm happy to answer some of that. No, I'll kind of go go through a couple of these things just quickly with you that might answer some of this stuff. Right. What, what was challenging is, is that this, this charge backs kind of crosses a multiple functions, right, there's master data management, which is a separate team and an organization in these big pharma companies, there's the finance guys. And then there's the guys that are actually that they literally the VP of contract and charge back mansion. Right. So we've got to bring all these teams together. And part of the magic of bringing the work group together was truly getting them to align with their trading partners, right around, you know, why are we doing this is it, you know, increased profitability. Is it, you know, the rate of return is it eliminating, you know, the $30 million that are sitting in dispute for Cardinal every single day. Or whatever that number might, might, might be. And we were able to kind of align on the ROI of this. And what you'll see is that we, you know, we anchored around the distributors. Right. So it was this industry, you know, if the distributors are the ones saying guys, we've got a problem here. Let's get together to solve it they've got the kind of the power to tell their suppliers how they want to conduct charge backs. And so when they when we got together, it was it is really anchored by the distributors, you'll see that, you know, for example, Cardinal has sent out a supplier letter saying hey guys, this is where we want to conduct charge backs. This is the mutual benefit of being in this network, the farm and manufacturers, you know, they, they, they benefit because you could be doing unapproved charge backs, you're involved, you have 4% error rates with us. We're always in dispute, we're always settling, we're always writing something off. Here's an opportunity to leverage, you know, a technology to kind of bring our partnership and our customer service level up a level. So that was kind of what was driven to it, but I'll I'm going to go back to the page Tom and show you who was involved. So, to this day we conduct a working group. Right. And so every quarter we do a face to face but on every bi weekly, this working group gets together, and they continue to hash it out. So it is taken years, years for them to kind of agree on on a unified protocol. Right. So if you can imagine, you know, making the sausage is pretty ugly when you know you get a supplier in the room and you, they finally figure out how a wholesaler sees their data, or how it gets into their back end systems, and they realize, you know, and that's what I think is our the special sauce is our working group is that they realize that they just look at the world through completely this right. No, no perspective for the other person's business. And this working group has been kind of that mechanism that brings them together, they align in terms of inter company processes, which they've never been able to do before. It is seriously, seriously labor intensive. But through that working group, we were able to build the consensus around how they would, you know, how they all would want to see what how they would want to see a unified set of data. How they could all see customers through the same lens, how they could all see a contract through the same lens, you know, how they could leverage technology because then you can imagine there's a process component to this right. When are they going to send it how many, how often are they going to send it what data are they going to exchange with one another. All of that had to be defined in order for this network to come to life and to as on October 24 and 25, Sincora Amerisource Bergen is hosting the next face to face work group for us. And there's about 72 people across the industry that's going to be represented and that includes visiting it premier. This is from the MHA from the GPOs from the manufacturer side it's folks like Jay and Jay Pfizer engine, you name it the Nova Nordus, all of them will be in attendance, and obviously the wholesalers are in attendance Cardinal Amerisource Bergen FFF and they are Sincora is hosting this meeting in order to kind of encourage the adoption of the network for their suppliers and making sure that the the industry kind of knows the commitment and the movement so it'll be interesting because the kickoff of the work group will be Cardinal and Amerisource Bergen both kind of standing up and saying guys we've done a lot of work on this we're scaling and we need you guys to come into the network. So that it is, it is long it's labor intensive, but it served us well. But again, I'll tell you taking years, years and years in order to build that level of consensus to in terms of protocols collaboration data exchange, not no easy task. Good, thanks for that background there and the group purchasing organizations there. How involved where they sounds like as more distributors were trying to drive it and then manufacturers maybe the GPOs were kind of a, hey, we'll come along eventually. No, so I would say, you know, Premier has would be the group purchasing organization that's been there from the beginning, MHA was a very early participant, Vizient has got involved later on. They've been involved for the past year or so, not as early as Premier. So I would say, from a group purchasing organization, Premier's fingerprints are all over this thing. But certainly it was always, we always had GPOs incorporated into the network. I will say, but, you know, the focus in terms of growing the network is focused on manufacturers. Yeah. Okay. Thanks. So I'm happy to do questions at this point. I know we're right, right at that 945 mark. I know we started with questions, but happy to answer any questions the group might have. Again, keep in mind, I'm not blockchain technical. So I can't go down to that, that level, but I could speak to probably any questions you guys have about the business, the business case and the solution. So here's, this is Jeff again, just wondering from a support cost standpoint, how do you, for the metro network, how do you allocate out those costs? There's some usage fees that you don't have a crypto, there's a gas fee to use it. How do you, who pays for what to keep the network going or in the future with enhancements? Yeah, so we operate basically as a SAS software platform, right? So very similar with every participant, every GPO wholesaler and manufacturer pays an annual fee to participate in the blockchain. So kind of like a SAS business model is what we employ. Okay. The other question I had around this is, I'm also now looking at the success of the blockchain and beginning at other parts of their business to deploy blockchain for other parts of the business so far that our paper based and so forth and so on. For example, there's an extra shipment of materials for manufacturers all the way to the hospital. So a number of different use cases that we are looking at in terms of roadmap, you know, I think our first thing is there's actual rebates, right? There's another, there's charge back and the rebates they act a little bit differently. Kind of rebates is like more around the volume based discounts. So that would be another protocol that they're very interested in kind of solving for that has very similar issues and needs as charge backs. There's additional longer term work, you know, there's been a lot of interest in kind of addressing the PBM issues that they see within their supply chains in terms of financial transactions. So we're kind of focused on supporting additional financial transactions that would be appropriate for the platform, but we have had a couple of discussions that are very early stages where people have been discussing, you know, the role of a PBM and kind of the role of the PBM and the financial transactions and how, you know, a blockchain protocol might be able to kind of bring some efficiencies to that process. So not very early stage, but though that is one of the places where we've seen a lot of interest. Okay, thanks. Is there anybody else has any other questions out there? Feel free to ask. This is Alicia Noel again. I'm curious, not from a metallager perspective but from a chronicle perspective. Are you looking at working with other industries for adapting this type of charge back program for other industries where there is where there are a lot of charge backs whether that be the fashion industry or food and agriculture. You can see a lot of other use cases for this type of system. Yeah, we have certainly kind of looked at that in terms of a longer term kind of potential for the platform. There are other industries, semiconductor for example, that operate in a very similar manner. Med surge health systems is kind of the natural growth path for us. So we've definitely started to look at health systems and bringing them into the network. But in terms of different verticals. Yes, we do believe that this could be applied. The first thing that on our mind was we kind of noticed this in the semiconductor world that there was also a very large similar pain point with similar processes but again, Alicia, it could be, you know, several verticals that this could apply for it. You are, you are correct. Thank you. Anyone else. I don't see any other. This is Jeff again, I don't see any other questions. So everybody's time. Yeah. Again, thanks for the presentation. Very interesting. Okay. Blockchain technology is used in business scenarios. So, again, thanks for this. Last call for questions. Otherwise, will everybody go. Again, thanks Harris. Thanks Julie. Thank you guys. Hopefully, hopefully that was informative and an interesting kind of application of actually seeing a business case for blockchain. So, appreciate everyone's time. If there's any questions, I'd be happy to answer background later on. Please, please feel free to reach out, but really appreciate everyone's time this morning. Great. Thanks everyone. Thanks everyone.