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Demetra: How, how do you think cardiologists can do a good job

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of estimating their future cash flow?

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Calvin: Well, yeah Demetra,

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it really comes down to, you know,

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getting a good handle on those cash flows and,

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and typically for medicine, at least in the past,

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the past has been a good indicator as to

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fairly regular cashflows for government generally,

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so you should definitely have a good handle on

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what exactly those payments have been over time.

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In today's world, we probably have to do

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some forecasting of multiple scenarios.

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Some what-ifs, some what-if questions, you know,

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what would happen if various assumptions were made,

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so I think that has to be taken into account.

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And you certainly have to be aware that

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these things will evolve over time.

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Certainly Covid, where,

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while things look very good right now

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certainly with vaccines, you know, we certainly could see

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additional waves and so--

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Your forecast on cashflow has to be

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able to be changed in a hurry, for that matter.

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What we've really seen is taking once again

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a good look at all of your costs of doing your business,

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running your business, and saying,

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perhaps other administrative duties

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that don't really have to be in house.

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Everything from payroll to human resources,

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and really, you know,

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the focus is really on making sure

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that you got a handle, short term at least,

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as to what the cash position is going to be,

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and determine what steps you can take to,

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you know, if there is going to be shortfalls,

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how exactly that is going to be met going forward.