By 2010, you had a thriving EHR business and some services in revenue cycle management (RCM), but it wasn't the primary focus. How did the focus on RCM outsourcing develop?

What happened was we had a department that was growing significantly. We started receiving demand from hospitals that didn't need an EHR. So, we decided to try selling revenue cycle services independently of the EHR. I assigned a couple of salespeople to this task, and they had some success. However, most times we approached a hospital to sell the revenue cycle services standalone, the information systems staff thought we were trying to sell them an EHR because we were CPSI. This created confusion within the hospital and the market. People wondered what CPSI was doing. At the time, outsourcing the management of information services departments was becoming big business. Companies like McKesson, Siemens, and TDS, as well as HBOC before McKesson acquired them, provided outsourcing services to manage information systems departments, which were significant revenue streams. They used this as a Trojan horse to get their systems into hospitals.

Once you're in, you cross-sell. That's why hospitals feared we would try to sell our revenue cycle systems. They were content with Meditech, Cerner, or any provider that wasn't CPSI. After responding to enough inquiries, we decided to rebrand our revenue cycle services. In 2013, we created TruBridge, which emerged from an existing business division. It included revenue cycle, electronic billing, patient accounting functions, and contract management. We bundled these services together and named it TruBridge. Then, we needed a name for the EHR business. In 2014, we came up with Evident. We couldn't call the system the CPSI system anymore, so we named the EHR Thrive. That's how Thrive came about.