Demetra: How, how do you think cardiologists can do a good job
of estimating their future cash flow?
Calvin: Well, yeah Demetra,
it really comes down to, you know,
getting a good handle on those cash flows and,
and typically for medicine, at least in the past,
the past has been a good indicator as to
fairly regular cashflows for government generally,
so you should definitely have a good handle on
what exactly those payments have been over time.
In today's world, we probably have to do
some forecasting of multiple scenarios.
Some what-ifs, some what-if questions, you know,
what would happen if various assumptions were made,
so I think that has to be taken into account.
And you certainly have to be aware that
these things will evolve over time.
Certainly Covid, where,
while things look very good right now
certainly with vaccines, you know, we certainly could see
additional waves and so--
Your forecast on cashflow has to be
able to be changed in a hurry, for that matter.
What we've really seen is taking once again
a good look at all of your costs of doing your business,
running your business, and saying,
perhaps other administrative duties
that don't really have to be in house.
Everything from payroll to human resources,
and really, you know,
the focus is really on making sure
that you got a handle, short term at least,
as to what the cash position is going to be,
and determine what steps you can take to,
you know, if there is going to be shortfalls,
how exactly that is going to be met going forward.