Okay. Good morning, everybody, and welcome to the NextGen Healthcare Investor event for 2022. My name's Matthew Scalo. I'm Vice President of Investor Relations. It's great to be back in New York, clearly after a two and a half year pause. I'd also like to throw out a welcome to those that are online. You will have the opportunity to submit questions during the event. We will then collect the questions and certainly address as many questions as possible during the Q&A section. With that, we will be making forward-looking statements. Those obviously include risks and uncertainties. Most investors are very familiar with this slide, but legal has asked me to spend a little bit more time so that you can read through the fine print. I certainly would recommend you look through the SEC filings as there's a lot more detail in regards to the subject matter itself. With that, I'm very pleased to introduce our President and CEO, David Sides. David. Thank you, Matt. Thank you, everyone. Good morning. It's good to see everyone in person again. Really appreciate you coming. One of the things that people ask me a lot is, "Why did you join in a proxy fight?" It's a good question, because there's high risk in a proxy fight. I thought that it really showed the company was at an inflection point. They have the capability to change things at the very top with a board change and everything else, and then move forward. There's three reasons that I thought that we had a real opportunity in front of us. One is we have great products, so best-in-class products, ones that we can take to market that clients are buying. Second is really good financials, so we have the capability to, with the free cash flow, to do acquisitions or, business development as we wish, and we have the profitability to be able to fund investments going forward. We'll talk about that some today. Then third, we're in a good market. I really like the ambulatory market, as opposed to, say, the hospital market. We're in a market that's growing to where healthcare is going. It's the only way if we're going to hold down cost in this country over time. It's gonna have to go more to ambulatory and less to inpatient, so we're driving that trend. With that, I'll talk a little bit about today's agenda. I'll talk about fresh look. What have been my observations in the first 180 days? Katie Chaffee will talk about delivering client success. Sri Velamoor will speak about accelerating growth, where are we actually investing, and what are we gonna do to accelerate growth in each of these different solutions. Jamie will talk about execution and some financial data, how do we look going forward. Also note that as we'll talk about talent, the first three of us have been here less than a year. New to the organization, trying to bring new thinking and invigoration to NextGen as we move forward. The first 180 days. First we looked at what's our vision? Our vision is to improve healthcare outcomes for all. It's a good vision. It's all-encompassing. The for all part is important to us for the community health services or centers, tribal areas, federally qualified health centers that we serve. We serve a lot of the underserved in this country through our software, and so that's important. We also looked at our culture being pragmatic around what values do we want to have that underpin our culture, and that's how we're attracting some of the top talent. Enhancing our leadership. As I said before, three of us new. We'll talk about some others that have joined, just some great talent and some acceleration that we've done there. We're thinking about where do we invest for growth. If there's one thing that I'm sure my team's tired of hearing about, it's growth, right? There's opportunities for growth here. Putting some of the things we had as point solutions together into things that are related so that they reinforce each other. We'll talk about that as well. We've kind of focused that into some domains. We're looking at how do we get operating leverage. One of the reasons we're investing this year is to put in new systems to run our own company, whether it's systems to track time to be able to run professional services better, cloud-based systems to run our engineering better, systems to support our support functions. I would say we're a little bit thin on system and how do we get that productivity, and we're investing in that pretty heavily, and it'll lever through multiple years. In addition to the obvious leverage of our audit cost won't go up as fast as our revenue growth, so we'll get that flowing through the P&L as well. Finally, we're thinking through a disciplined capital allocation process. One of the things that the board did in their first meeting was say, "Look, we won't do a dividend going forward, but we will do share repurchase program." That's been authorized, and that's one way we can give capital back to shareholders. We're also prioritizing where is our best opportunity, whether it's in our portfolio or external companies, where do we get the best return on invested capital? We've been thoughtful there. I'll talk a little bit about our long-term goals. Goal is to achieve revenue growth of 10% by 2025, by our fiscal year 2025, and beyond 10% past 2025. That's just the first marker of where we'll be from a revenue growth perspective, and we'll talk about how we're accelerating our revenue growth. I will talk about operating leverage in 2024 and beyond. This year we're investing to get that leverage in 2024, and it should continue going forward. And then finally, as I mentioned, the deployment of capital, the share buyback program, and we've got about $400 million of capital available through current facilities that we can use as we see fit. We'll talk a little bit about how we're becoming more disciplined in our approach there as well. How do we think about our path to 10% growth? When I joined, there was a lot of solutions. Sri said the same thing when I talked to him. There's like 30 solutions within the company. It's like, okay, now how do you think about going to market operating this? How we've grouped it is by kind of market and market potential. If you start from the left and go to the right, it's increasing growth potential. Our first is our Enterprise, which is our large physician practice or community health center capabilities to be able to run everything you could possibly do at any scale. As the big get bigger, we're growing with them. If you look at the private equity-backed consolidators or even the nonprofits that are saying, "We're gonna roll up dermatology or pediatrics or whatever that happens to be," those are perfect clients for us, because our practice management system has been best by KLAS for years, and it is the kind of tool that you can get more out of than a competitor. If you're looking for the last 3% improvement, we can bring that. Our Office solution has been growing in the high single digits to low double digits, and we haven't been focused on it. We're bringing a renewed focus to that solution, and we think it'll contribute meaningfully to growth, and I'll talk about that in the further slides. Insights is really exciting opportunity. We had point solutions like interoperability, data, analytics, but we were putting them together in point solutions. Now we're combining them, so you get kind of this reinforcing effect of all of them being together. What new capabilities can you bring to bear to these existing clients, either in NextGen Enterprise or NextGen Office or new clients? So Sri will talk about this more. I won't take his thunder, but we've got a lot of new things happening there. So maybe some additional details of what solutions you might have heard about before. On the NextGen Enterprise side, we've got normal clinical EMR and practice management as well as patient engagement solutions. You'll see us bring more to the patient engagement side of how do we engage with consumers? How do we help automate practices, especially in times like now where there's not enough labor? How are we thinking through, let's have an Office shrink staff slightly because we'll automate more of the intake process or the engagement process. On the Office side, we've really started adding services to that solution. Our RCM services could work on both. That's an area of growth for the single to small practice provider. Office, we'll talk about how we're expanding that growth, but think about under 25 physicians. Somebody who is buying for a smaller practice and doesn't have maybe all the resources that they need to be able to run it on their own, how can we augment that and keep them viable in the market? Insights, the growing importance of interoperability with the Cures Act certification, and we've taken a leadership position there, that we'll talk about in that we're the first software to be certified for the Cures Act. Okay, here's how we'll grow. We'll spend some time on this slide. Enterprise is about $500 million in revenue. We see its long-term growth profile in the 4%-6%. This is the one that I think people think this is. Sometimes people think this is all of NextGen is EMR only, and it's gonna grow at that growth rate, but that's just this piece. We've talked before about our surround sound offering. $100 million of surround sound sales and revenue, that's on track still. That's a nice place where we're adding on virtual care services and others. We're winning new clients. This is one of the places where we're winning net new, and has been very attractive as we go out to market and people are rolling things up. Those larger clients need a larger Enterprise platform, and we meet that need. If we go next to Office, and I should mention that we've actually organized, so not just that these domains are external, but we've organized the business this way as well. Even though we're functionally aligned from a hierarchical, kind of a managerial perspective, we have these three domains running across the company, so we have accountability on hitting these numbers and expertise in those markets because they are slightly different. From the Office perspective, a 10%-20% growth rate. It's been growing in the low teens already. This one has a lot of potential just from expanding medical specialties we support. If we just took the same ones from Enterprise to Office, we'd have fantastic growth. How do we build that out for the single physician to 10-physician group? Then we're gonna go to larger group sizes. There are some things we can do around the number of locations that we support crossing states. The original solution didn't support some of the things like crossing state lines. Say you're from Kansas City like Katie, right? You have Missouri and Kansas right there. You need to support both. We're adding that functionality that we have in the other solution into this one, and then add-on services. Revenue cycle, hosting services aren't really needed because it's SaaS, but there might be other things we could host for these clients that are ancillary to the NextGen Office system that they just don't have the capacity to do. And then Insight. This part is, I'd say, the most exciting. We think we can grow this 25%-35%, starting next year, with the investment. One of the nice parts about this business is, it has a lot of untapped potential. Just the pricing alone, we've done pricing studies compared to where we are to market, and there's a lot of ability to price better. People aren't always looking for software. They're looking for I want something that works for my organization out of the box. We're gonna set up integration as a service. Think about if you wanted to connect to these hospitals or these physician practices. We'll have that set up and let people get on the existing network, and use those interfaces going forward and maybe charge as a transaction fee instead of a software one-time fee. We're thinking about how do we scale the intelligence of this using some of the analytics capabilities we've added in recently to all of the systems, and then what kind of value-based care metrics can we add on top of that. Whether a provider is taking risk-based contracts or not is fine. We'll still tell them how they're doing on the health measures, how they're doing on their quality scores, what do their costs look like, and then they can decide, "Okay, I'm now ready to take risk." This is really one of the key takeaway slides from today that we wanted to be sure and share, and we'll take questions about later. I'll talk about each in a little bit more detail. Enterprise is on a clear path. You saw our results from Q4 and last year. We're doing well already, but there are ways we can accelerate this. The Surround strategy we've talked about before. Being the first to be Cures Act certified, we announced that before HIMSS, and we still have. Maybe we missed it, but we haven't seen another provider certified. So clearly leading in this arena around interoperability. We're on track to sell $100 million of annual recurring revenue by 2024 on Surround, and it's highly recurring revenue in this base, as we move forward. We were meeting with some of our clients, Thursday and Friday last week. We call it Leaders in Healthcare Summit, our largest clients. When you're working in the company, you think, "Okay, we've got all these problems we've got to fix, and we need to do this better." It's so nice to talk to clients, and they're like, "Wow, this is going great. Like, we're really winning in our markets, using some of the enhancements we've brought out, and could we just lean in a little bit more here? And on the risk-based piece, can you kinda give us some modeling ideas in the analytics?" You're like, "Oh, okay, those are pretty straightforward. Great." It's energizing when you're meeting with clients, and they're, like, really excited about the things that are coming out, especially around value-based care. The other reason I think this will grow that's not on the chart a little bit is that the competitive landscape has changed fairly radically in the last four months for us. You're seeing multi-billion dollar, 40-year companies start to disappear, that creates a gap in the market, that we think we can fill with this offering, and that's just another tailwind that is interesting. As I've been in healthcare IT for 25 years, there's companies I worked at that are disappearing. NextGen Office. How are we gonna get to low double-digit growth even though we're pretty close already? Again, the specialties, we don't have much share, so this is the most fragmented of all markets, the single physician practice. They can sign up, start paying us and immediately go live, and then they can turn off years later. It's multi-tenant SaaS, so it's got attractive margins. We figured out not just how to make the technology scale from a business model perspective, but sales and support and everything around it, and I would posit that's a little bit more difficult. So even if someone could come into this market that's less well capitalized than we are, they'll have a hard time hitting the scale without losing a lot of money on the sales side, and you see that in the market in other places as well. But how do you get to a good gross margin, and we have a nice gross margin profile in this business, is where some of the thinking's figured out that or we figured out how to sell and support at these fairly low numbers multiples of a Microsoft Office application. This is originally the HealthFusion business we acquired in 2015. It opened up the lower end of the market, and you'll see how we've done since then. But the growth is gonna come from integrating some more services like revenue cycle services, et cetera, into this business. Next, Insights. So, a lot of powerful data assets to unlock. This is where we have some really great assets. So, people have come to NextGen in the past and said, "We'd like to buy out Mirth," or, "We'd like to buy out this asset." I'm glad we never sold them because there's a lot to do here. Putting these together, Mirth is one best in class for healthcare IT. We've launched a new Enterprise data cloud since I've joined to fuel the data analytics solutions for all of our solutions. Every solution can take advantage of this capability. Sri will talk about it more. I talked a little about integration as a service, letting people buy transactions instead of having to go through the hassle of setting things up. We're enabling value-based care models on this platform. Really exciting as far as we look forward. We're helping our clients improve the care that they deliver. We're gonna start measuring how we are delivering better health outcomes for all, and we'll do the social determinants of health. We'll bring in other data sources into the data that we have, so we can move that forward with our clients, and then help them financially to go from fee for service to fee for value and value-based care by bringing these data sets together. Okay, we've talked about operating leverage, the second one on my list. We talked a little bit about the rule of 40 just because we wanna be sure that people understand the trade-offs we're making between profitability and revenue growth and how we think about that. We'll always be profitable, it's critical to the company, and generate free cash flow, but we wanted to give a view of what this looks like. I think over time, we're targeting 200-300 basis points expansion between the two, after this year, after we get these investments going and all the new systems and solutions. Just reiterating this, that we see an expansion of EBITDA and revenue growth going forward. Then finally, thinking through our capital deployment. We've done a lot of work on portfolio management. We have a new process. We hired a new product leader named Todd Paoletti, and a new person to help with strategy and what are we setting out, named Christine Tang Wilson, as part of our talent acquisition. If you look either of them up or both of them, I think you'll be impressed. They're bringing a lot of rigor to how we ran things before to be sure that we're getting the best return. We'll continue the share repurchase program, as we go forward, and we see opportunities. Using our balance sheet and free cash flow, we have a lot of capital available. We've hired a new head of M&A, Mark Schliesse, who has a great background, came from Mayo and athenahealth, and we're putting that to work. We're not gonna be opportunistic like we had been in the past, where if something comes along. We're running like a sales process, looking at 100 companies, where are they in the process, which ones would we like, and pushing them through the pipeline so that we are thoughtful as we buy things going forward. Really adding in to the overall strategy and staying on message. In summary, we're working on how do we invest for profitable growth across our major domains, Enterprise, Office, and Insights, each growing a little bit differently than the other, but all growing, and some very quickly. Long-term leverage. We're thinking through how do we put in systems now so that we don't have to scale on a people side as we go forward, and whether it's systems or robotic process automation on our own pieces, those projects have kicked off and are well underway. Capital deployment. Share buyback program is an underpinning if we can't find good places to invest. The goal is to use the $400 million of capital that we have available wisely and thinking in a disciplined process. With that, I'll turn it over to Katie Chaffee, who I'm happy to say joined us the first of this year. She and I worked together for years. She just does a great job of growing a business, a services business, and welcome. Thanks, Katie. Thank you, David. Thank you. Good morning, everybody. As David said, my name's Katie Chaffee. I am the Chief Client Officer in a newly formed role here at NextGen. My background, as David kind of referenced, is I built my career at Cerner Corporation and specifically around building the professional services business model in that organization. Kind of I think back to the mid-1990s, probably when I joined Cerner, the strategy was, are we just gonna be a software company, or are we gonna go build the complementary services around it. I had actually come from PricewaterhouseCoopers at the time, working with SAP and some other software vendors and being that external third party, if you will, implementing the solutions. We went through a whole journey of how we're gonna go build this, and we went from pure startup in our services business to, as I was running our global services to over $1 billion, and I think we just looked at their earnings statements today, and I think the services is over $2 billion right now. Some of the things I did is focus around not just building services that are tied to the software, like your typical implementation and training type services. We had a key metric around how are we building those type of services. In my time, I think we grew it over 60% to almost half a $1 billion annually of managed type services. In addition, we built the team to be over 6,000 people around the globe, and the diverse set of services included your application managed services, your upgrades, your revenue cycle, value-based care, analytics, learning, ERP, staff augmentation. You can see the whole plethora. Definitely have that in my blood. Building services organization is in my DNA. Why'd I come to NextGen? My dear friend David gave me a call last fall, and it definitely spiked my interest and similar to what he said around being in the ambulatory market, and specifically the independent providers and the mission-driven organizations that are providing access to all, if you will, aligning to our mission. But not just healthcare, but also behavioral health services. Definitely aligned with a personal mission of mine. In addition, the opportunity to grow the services. You can see that's kind of been my linchpin for my career. It's been an opportunity to come in and work with this organization to help grow. And then ultimately, you'll meet my peers and the leadership team and the talent that's been assembled at NextGen is great opportunity for growth for me professionally and personally. Good opportunity. I'm happy to be here. With that said, what have I been doing? I started mid-January, and so in the kind of first 100 days, you kind of get the, "All right, let's listen. Listen what's going on. Let's talk to many, many clients. Talked to many, many of our employees, our partners, in the industry, et cetera, to just kinda let me help shape my, kinda where we're at and where we need to go. One of the key points is, in talking with our clients, common theme, "Guide me on best practices. You are the experts." Just consistent. Something that I built at Cerner as well was very much not just on your initial implementation, ensuring you're taking on best practices, but looking at your existing client base and understanding where do we have big variance and why, and how do we get them more towards a common configurations, et cetera. The other thing I kinda heard was, "I know NextGen is really great when I get this up and running, but getting there has been hard." That's something that I'm like, "Oh, yeah. Yep, I can see why that would be, and there are things that we can do to help kind of improve that overall experience." Talk with different industry advisors. Probably in my first week or two, I spent some time with KLAS, and in a couple of areas they're really intrigued in kinda understanding what are we doing around our client support models. They just made the comment as like, "Something's happening over at NextGen, for the good," and, wanna kinda get to understand our secret sauce. I got some work to do to kinda get them on board with this. Then also in revenue cycle, another key thing, revenue cycle managed services, as of April, we're at our highest score we've ever achieved from KLAS. They do their annual KLAS ranking, so we're not declaring victory quite yet, but in terms of just our own measurements, we're at the highest that we've ever been at. Good opportunity to build from. When I kinda looked at the team, as I mentioned earlier, our leadership team is first class, but also looking across, there's passion and pride in all team members across the organization, which is super exciting. Positioning them for growth opportunities is really invigorating for me, and we have tons of opportunity there. Then growth. As we always joke, David's middle name is growth. We're gonna grow, and there's huge opportunity for tech-enabled services, and I'll talk through that in a second. I've took some time. I listened, trying to absorb, bringing in my experiences, and I formulated kind of this four-step strategy around how we wanna go build our client organization. At the core, at the foundation is client value. Always an overstated term, so I wanna be really specific around what we wanna do around client value. It's around creating financial, clinical, experiential outcomes for our clients. One of the things that feel like our ability to define what value is, quantify it, and demonstrate it, is what's gonna keep our clients sticky. At the core of what we do, we're gonna start at the foundation, and we're changing the words within our organization to say, "It's not that I just implemented a patient experience platform." Well, no, we implemented it and we drove a 5% reduction in no-show rates. We had 100% of our pre-registration documentation completed before the visit. We got schedules up to full capacity, a day one of a go-live a new system. Just changing the storyline is critical for both just ourselves to understand the value we're driving, but also our clients to be able to understand, well, it wasn't just introducing new technology. The next layer kind of surrounding our clients is really to know them. To know them through trusted relationships, to know them through understanding how they are performing today, and how do we go improve on that. Performance is really around how are they doing financially, how are they doing clinically, how are they doing quality measures, et cetera. Knowing where they're at is the foundation and then saying, "How do we get better?" Then in addition, when clients are kind of veering down a path, how can we proactively engage with them and say, "Hey, we're noticing you're kinda off on a tangent over here, and we wanna figure out there's a set of capabilities or services that we can provide to be able to get them in a better spot." Ultimately get that story told out into the industry. Surrounding that then is ensuring we have that quality of a delivery experience. Ensuring our every touch point that we have with our clients is an exceptional experience, from the skilled consultants that guide our clients around best practices to having a predictable process to go through implementations and ultimately be able to create a continuous engagement model, 'cause it's not about that initial go live with our clients, right? It's about how do we keep them current? How do you keep them upgraded? How do they take new capabilities? How do they take all the new innovation that Sri is gonna talk about here in a minute and really truly get value out of those systems? Then ultimately then is how do we go align with our clients' business outcomes? Kind of the pure surround strategy with our clients is ensuring that, you know, we're taking on the revenue cycle is a perfect example for taking on full billing for our client. That's huge trust in how they get paid and building around that trust, demonstrating on the results, and then growing. We have tons of opportunities. We have our hosting business, we have value-based care, we have analytics, we have a whole host of opportunities to go grow that alignment model with our clients. Kinda that's our strategy. What are my priorities? I kinda had to put the big picture of broadly how we gonna go work with our clients to grow and expand them. Then it kinda comes down to the blocking and tackling and what we're gonna do around execution. The core to this is client retention. David has some numbers up there about recurring revenues in our client base. It is absolutely critical to ensure that we are sustaining those clients and really advancing them beyond just kinda where they are today. To do that, they're kind of our four priorities, leveraging our centers of excellence. Really building on what we have today and centralizing and creating a highly repeatable, highly outcomes-driven business model. Examples around there as expanding in our revenue cycle, expanding in our hosting, tons of opportunities to gain some traction here. Next piece is around building efficiency. Not only about finding the net new, but take what we have and be more efficient. One of the areas that I inherited is around our Spring '21 release, and there's been a lot of talk in the industry about where that has been. Back in January, we kinda said let's kinda reimagine what's possible here. We piloted a 10-week implementation process. Ten weeks on how you can go to this full-scale suite of solutions. We quickly went from pilot mode to scale, and we currently have over 50% of our clients signed up for that process, and every day more are coming in. We've also took some time to say, "How does this apply to some of our biggest clients?" 'Cause that was kinda the first thought, "Hey, wait a minute, we're different. We're too big for this." We've taken several of them through this process and highly referenceable around how that discipline and that structure created a huge advantage for our clients. With that, we're gonna take that experience and go drive that in every place that we're delivering to our clients, again, with a focus around prescriptive process, repeatability, and driving in margins. Growing our portfolio. I'll talk about that here in a second, but as I mentioned before, it's kind of in my DNA. We're gonna look for opportunities, what the market is saying that they're interested in, and how do we go take advantage and service those needs. Here we go. Here's kind of three categories that we're focusing on services. Hosting, we have about 41% penetration in our client base today. Last year, we grew our number of users in the space 32% in one year. Bigger clients are saying, "Hey, you take it. You take the keys, keep the lights on, go run it." Our new business that's coming in, majority of those are coming in in a hosted environment. Continue to kinda push leverage on that. Our revenue cycle management services business. We ran $2.1 billion of payments through our services last year, last fiscal year. That's only 6% of our NextGen client base. We see there is tremendous opportunity here. One of the things, though, that we're gonna do a little bit differently is, we had gone in with the all or nothing approach. If you're gonna do revenue cycle, we gotta take the whole thing. That's a long cycle of trust and getting some return on that. What we're doing now is trying to figure out, okay, what are those components of revenue cycle that we can position with our clients based off their needs and start doing it in a more à la carte fashion. Again, let's give us the trust, let's demonstrate results, and we'll grow that relationship. We're continuing down that process today. Then a third category, I'm lumping in all the others, tech-enabled services. The opportunity here is around how do we keep our clients current? How do we have a continuous engagement model? We have a managed application services offering that we just started selling last quarter, and we're seeing some significant traction and interest on it because it provides the client with a predictable spend, keeps them current, allows for adopting of new innovation. Our upgrades, our support models are in there, etc. Really looking to see that grow and tons of interest across the client base. Other areas around the mergers and acquisitions. The client base that are growing and adding providers and practices into their groups are asking us to say, "Hey, how can we do this where if I'm adding 10 docs a week, we have a very repeatable process, and I look to you every day to go and bring those providers on board." We signed a couple of those just last quarter, and we'll continue to see growth in that space. Other emerging areas is around analytics as a service. David talked about integration as a service. Value-based care and every client's on a little bit different journey on a value-based care. Our opportunity is to meet them where they're at and identify how we can either use a set of analytics, understand where they are on their quality measures, their government reporting, all those kind of things as an opportunity for us to engage. Then lastly, I just thought I'd end with kind of a story of an all-in client. This is Capital Women's Care. I gotta remember the naming here. But Capital Women's Care. I said that backwards. They've been a long-time client of NextGen since 2002. We're talking a 20-year client. What's really interesting about this group is that they continue to challenge us to try different things with them. They've been a long time revenue cycle client. I mean, from inception to where we are today, I think some crazy like 80% reduction in days AR. Today, they're operating at about 20-22 days. AR industry would be around 30-33. They're definitely performing at a top-notch with us by their side. They're a completely hosted environment. They're not only just hosted, they're also a full IT outsourcing. We do everything from their peripherals and printers and desktops and all that good stuff, all their interface pieces, et cetera. The other piece that is really unique about them too is they're pushing to take innovation to go solve some of their challenges. They worked with us closely around how do they reduce the burden on their providers for documentation, utilizing virtual scribes. This is just like I described, an example of an all-in client where we can go have hundreds of these. This is just a great group of people that work with us every day and we're privileged to be able to help them. With that said, I'm gonna go shift over to Sri, so he can kinda share with you kind of where we're going, and we'll be back for questions. Thank you. There you go. Green button. Thank you, Katie. Good morning, everybody. Really great to be here today. As David mentioned, I'm the Chief Growth and Strategy Officer for NextGen Healthcare, and if growth is in David's middle name, it's in my title. In case you're wondering how important it is to us, we're being serious about it. I joined NextGen in July of last year, so that makes me the veteran in our leadership team here amongst the new folks. Prior to joining NextGen, I spent about 10 years at McKinsey, where I led the global digital health practice there across the payer, provider, and life sciences sectors, and several stints with smaller companies in financial services and healthcare before that. Thrilled to be here. Really excited to be at NextGen and decided to join for a couple of reasons. I believe that the next big transformation in our industry is going to happen in the outpatient space. If you look at where most of us consume healthcare services, the hospital-based business is less than 10% of where we actually consume health services over our lifetime. Increasingly, I think the majority of the consumption is happening in outpatient and retail settings, and NextGen is extremely well-positioned to compete in that ambulatory healthcare space. I actually think that we are extremely well-positioned to be the essential delivery platform for delivering ambulatory healthcare going forward. Lots of interesting things ahead. I'm gonna talk to you about several of our exciting developments and growth opportunities here in the next few minutes, and also about some of our differentiating advantages. Before we get there, let's take a step back and put the industry in context. The scale and scope of change in our sector is huge, and it's growing very, very rapidly. For those of us who've been tracking this industry for a long time, we were at $3.3 trillion of annual healthcare spend just five, six years ago. We're up to $4.1 trillion now, nearly 20% of GDP. Nearly 75% of all of this is associated with taking care of folks with chronic conditions. If you look at the EBITDA impact of all of this spend, the majority of this EBITDA these days is accruing to long-term care, to life sciences and medical technology, and increasingly, but not surprisingly, to the health technology and services sector. In fact, by most industry projections, the space that we're competing in, along with other healthcare IT players, it's going to represent as much as $67 billion in EBITDA by 2025. It's a massive space. Consumerism, value-based care, data analytics, virtual health, these are underpinning the growth in the EBITDA in our sector. Consumerism is continuing to reshape the industry as well. We have this stat up here, but nearly 84% of consumers actually rely on Yelp and other peer reviews to pick their primary care providers. Not the quality or the outcomes of the provider, interestingly enough. This retail-like model of peer influencing is starting to reshape our sector. The growth in the outpatient healthcare sector is nearly 20% over the last several years. Healthcare is becoming increasingly more retail, more outpatient-driven, and that's got massive implications for the practice of the future. Last but not the least, I think the pandemic really surfaced this more for everybody, but significant and acute shortages of staff, not just of nurse practitioners, but also administrative staff and practices. There's expected to be almost 122,000 physician shortage over the coming years, and it's putting significant margin pressure and needs for automation on practices. Some pretty significant and seismic changes in the sector. Now, if you unpack some of the trends behind the numbers, I think a lot of these trends are going to look familiar. Yes, consumerism is increasing. Digitization, whether mandated by the government or commanded by the trends in the industry, we're seeing more and more emphasis on technology investments across practices. Risk reallocation, big deal. I'll spend a bit more time talking about what's happening with value-based care and alternative payment models. The expectation going forward is that consumers, employers, physicians, insurance companies, they're all going to share and allocate underwriting health risk on behalf of patients among each other, and that's creating interesting changes. Of course, government activism is continuing. Nearly 55% of Medicare Advantage payments are under alternative payment models today. CMS, with Medicaid expansion, their ACO programs with fee-for-service and managed Medicaid, represents nearly 50% of all the healthcare in this country already. For those folks who are wondering whether government's going to enter the health system, bad news, they're already here, and it's going to continue. Of course, the integrated care and health equity piece. Integrated whole person health has become a big deal, I think particularly again, during the pandemic. If you're a community health center, if you're a primary care provider, the expectation is that you're going to provide medical health, behavioral health, dental health services in an integration fashion going forward. We believe that all of these trends represent significant tailwinds for NextGen because we play in all of these spaces. The other interesting thing about all of these trends, what is the tying theme here? Every one of these requires more facility with managing data and information, and it requires you to develop person-centric analytics in order to be successful at every level. That's yet another reason why we believe the Insights part of our business is going to be so important going forward. If you look at what kind of growth opportunities these trends represent, we believe that they represent as much as $20 billion of serviceable addressable market across these growth markets for us. Now, several of our competitors have presented these numbers, and you've seen Dr. Evil-like numbers with $150 billion and $300 billion TAMs. We've decided to focus on the serviceable addressable market, really hone in on the opportunity that's available to us in the markets and the domains that we compete in. Even just doing that, if you look at the data and the interoperability and the value-based care elements of it, David talked about 25%-35% growth potential for that Insights business. We believe these markets underpin that growth. We've also worked very hard to align our value proposition to these growth markets. More importantly, we believe that this value proposition really plays to our strengths, and it amplifies the advantages that NextGen presents in the market today. From an integration perspective, we have one of the broadest and deepest portfolio of solutions in the ambulatory healthcare space today, according to KLAS. That's evidenced by the fact that we're winning larger deals with consolidators, with aggregators, folks that want to do more and provide more complex delivery models in the healthcare realm. On the interoperability side, you're familiar with Mirth Connect. This is our globally recognized interoperability tool. Over 2 million open source downloads, and I'll tell you more about it. It's used in 39 countries already today, and we are essentially the standard for what global interoperability looks like. On the insight side of it, we've talked extensively about the breadth and scale of our information assets. What we're pivoting now is to say, "Let's stop being data rich. Let's become insight rich." A lot of our emphasis and the value proposition to our customers is we'll help you unlock the value of your information assets. We'll put decision support at the point of service in the physician's hands, so you could drive to the better outcomes. That's part of our vision. Lastly, as Katie just mentioned, let's stop talking about activity. Let's start talking about results. When we go to our customers and say we wanna be trusted partners to you, they're saying, "We don't just want licenses from you. We want you to commit to the impact." That's the first step in the journey. Increasingly, we're hearing from clients that are saying, "Now help me also underwrite that impact and go into pay for performance and risk-based models." That's going to be a key part of our value proposition going forward and actually for all the services companies in this space. This message is resonating with a lot of our forward-thinking practices. When you look at somebody like Delaware Valley Community Health, this is one of the largest FQHCs in the industry. They're led by a really dynamic leader, Isaiah Nathaniel, the CIO there. This is just moving ahead on its own. Apparently, he doesn't want me to talk about it. This is an example of a client that's using some of our more advanced solutions. We've integrated our population health capabilities with them. It was deployed during COVID, and it continues to be a key part of their answer, and we're excited to work with systems like them and several others. Since this slide is insisting on being talked about, David covered the full spectrum of where growth is coming from. He touched on the Enterprise business. Why do we think we're winning there? Because the big are getting bigger, more complex. They're coming to us for that. Integrated medical, behavioral, and dental health is becoming more important. We're one of the few players that can do that. As the larger practices are experimenting with new business and delivery models, we're the right answers. That's the Enterprise story. The Office side, these are small practices, less than 10 docs. They want turnkey solutions. They don't have the time and the energy to go curate 60, 65 digital health solutions every day. We are very well-positioned to come to them and say, "We are your clinic in a box, and we'll get you going on everything that you need to be successful." Let's focus on the third one, because this is truly the growth engine for the company. The Insights business, 25%-35% of revenue. Where do we think it's gonna come from? Before I dive into these businesses, let me give you a little bit of background on what this business actually is. There are really three parts to it, and the easiest way to think about it is connectivity, analytics, and outcomes. Each of these are mutually reinforcing, and they represent the ability to drive impact at each stage of the information life cycle. When we talk about the connectivity business, we're referencing everything that you need to link disparate EHRs, all the players that are entering the health ecosystem, whether it's FHIR standards, HL7, the HISPs, the HIEs, the QHINs, new requirements coming out of TEFCA. All of the players that you need to stitch these different disparate ecosystem players together, that's the breadth of the connectivity solution set. When we talk about our analytics business, we're talking about how do you do everything across the end-to-end data management and analytics life cycle, and not only curate the data, cleanse the data, enrich it, and get it ready for analytics. This is a meaningful amount of work for any provider to do, regardless of their size. We have the tools and the ability to do it at scale. More importantly, we have the ability to then push that insight back into the physician's hands at the point of care in the EHR and the workflows that they're used to working in. Taking friction out of that process is hugely valuable. Outcomes. Just generating the insight is not enough. Embedding that actionable insight at the point of care and then supporting our clinicians in innovating their business and their care delivery models, that's where the impact is. Whether you're taking full risk in a Value-Based Care model or you're only dabbling in alternative payments, there is a need to support providers through that transition, and that part of our business is focused on that. With that overview, let me go a little bit deeper into each of these. As I mentioned, the connectivity story starts with our Mirth Connect Interface Engine. We acquired this asset many years ago, and I'm not exaggerating when I say this is the global standard for interoperability. It's deployed in 39 countries today already. Over a third of all the public health information exchanges in the United States are powered by Mirth Connect. It's the who's who in terms of the clients list. The Department of Defense, Optum, Accenture, Siemens, the list goes on and on. There are clients that are deploying this in every way, shape, and form around the globe. As we pivot to the Cures Act and integration becomes not just important from a compliance perspective, but an operating necessity, we're seeing that the cost to maintain these compliant interfaces is becoming very burdensome for providers. It can start as low as a $25,000 per practice. It can go as high as almost $4 million per year. Increasingly, our customers are saying, "Don't just give me the tools to do compliance and interoperability." They're coming to us and saying, "Make the problem go away. We want complete turnkey integration as a service. We want the ability to secure your professional services on demand." When you think of Red Hat and Linux, that's a great proxy for what we're talking about here. An open source asset that's being deployed in Enterprise settings, but that needs just a little bit of extra oomph to survive in that Enterprise space. We are proposing to build the equivalent of Red Hat for Linux with Mirth Connect. There are a broad set of opportunities that we're evaluating in the interoperability realm. I'm not gonna take you through the death march of every blue dot on this page, but if you look at the tier one and the tier two opportunities, we think these are representative of the kind of growth we can get out of this space relatively quickly. The integration as a service, as I mentioned, this is our turnkey. It's our turnkey platform. So not only are you getting access to over 1,200 pre-coded connections to different EHRs, lab systems, and stakeholders, you're getting it in the cloud, you're getting it in a self-serve platform, and you're getting it with the ability to add service extensions on top of it. We are rolling this out as we speak. It's expected to go live by the end of this fiscal year, FY 2023, and we expect it to start delivering real impact FY 2024. Similarly, on the services side, you may not know, but we have over 2 million open source downloads of our Mirth Connect product, and a meaningfully small percentage of these downloads are actually engaging us for services today. It's not because the demand isn't there. It's just something that we haven't focused on proactively going out and shaping. Increasingly, we're getting these inbounds. We're very excited about the ability to reprice those services and really drive services expansion into that open source footprint. The analytics business. As I mentioned, this is about the whole end-to-end data and analytics story. We've been talking to you about the breadth and scale of our data assets for a long time. We have access to patient records for over 180 million Americans today, passing through all of our transactional systems. We also have directory addresses and credentialing information for nearly 3 million physicians. This is among the largest in the nation, and we partner with leading companies in HISPs and DirectTrust to create this directory. Today, over 55% of the NextGen base already is using some set of reports or Insights that we've generated over the years. The adoption of the tools when we create them is extremely high among our customer base. We think there's a real opportunity to continue to build on this. How are we making the analytics and the data story work? David mentioned our Enterprise data cloud. We're incredibly excited to talk about this because we just launched this Enterprise data cloud in partnership with companies like AWS and Snowflake and phData, and we did it in less than 12 weeks. We now have a curated data cloud, Enterprise-grade, and the foundation that's going to power three businesses for us. One is NextGen Insight on Demand. Having encounter-level data, claims, third-party consumer data, all payer claims information curated in a single place makes it easier for us to launch reports and analytics on demand for our customers. We're helping them unlock not only the value of their own information assets, we're starting to monetize it also. The NextGen Data Marketplace is the storefront through which we're doing all of our data syndication. When you think of de-identified datasets and how that's being used in any number of use cases in the industry, we have the ability to prepackage these information assets and sell them on to third-party users. This has been historically what we've done. The item number one and the Health Data Hub piece here at the bottom, these are our service extensions to things that we were doing already. Let me give you two examples of how we're monetizing this information that we're really excited about. In a couple of days, you're gonna hear about us launching a digital research network. With the data we have in our cloud, we are about to partner with an agency to do decentralized clinical trials and bring clinical research to underserved communities. We're starting with FQHCs, and we're helping bring a turnkey answer where these communities can now partner in clinical research for care. That's an incredible opportunity for us, and it's a revenue diversification opportunity for our providers. The other example is benchmarks and indices for a national collaborative that we announced. We're taking all the large FQHCs in the country. We've launched a collaborative. This collaborative is now going to have access to national-level data on performance benchmarks and indices on how they're doing in delivering integrated healthcare and social determinants. That's the next set of use cases that we're about to bring to life in general release on the back of this platform. That's just the start. There are many more to come. The Outcomes business. The Outcomes business model here is really focused on value-based care out of the gate, and it's largely predicated on our ability to help our providers make the transition from fee-for-service to fee-for-value models. Many of you have asked us in the past, what's NextGen doing with value-based care? I think we acquired the EagleDream asset a few years ago, and it's a population health management workflow solution. We've deployed it in the past, but somewhat narrowly, and our energy was admittedly focused elsewhere in different parts of the portfolio. Now as the industry has changed and the perspective on how to deploy alternative payment models has evolved, we are shifting our focus and revamping this value proposition. Even so, today, we manage almost $8.3 million covered lives across our providers with our value-based care solutions. Our customers have generated over $31 million in shared savings with zero downside losses when they participated in MSSP ACOs with CMS. Our population health solutions, even with the tiny bit of love and care it's received in the last few years, remains one of the highest-rated solutions in class. We are incredibly excited about what more we could do with the increased focus that we have on here. If you take a deeper look here, when we talk about Value-Based Care, it's a fairly complex subject. What we've started to do is unpack this a little bit with our own providers. Not all Value-Based Care is created equal, as you know. Almost 100% of all providers today in their payer arrangements have some portion that's connected to pay for performance. Regardless of whether you take downside risk or not, your payer contracts require you to do something around clinical quality and total cost of care reduction. There's a percentage of providers that are taking on shared savings and risk, whether they're doing an ACO, whether they're doing Medicare Advantage, whether they're part of a CMMI program. Roughly about 40% in aggregate of all providers dabble in some kind of a shared savings or risk program today, and that population is somewhat represented in our base as well. A fewer percentage of that actually are in what we call global or full partial capitation. That's less than 15% of all the providers in the industry. Historically, what we and others have done is really focused on that last part. This global capitation piece. When you're trying to sell to that group, you don't get a lot of traction because there's a first of all, there's a small percentage of providers that are going after that, and the needs of that are very narrow. What we've shifted our focus to is the broad majority that are in the middle, in the latter part of this chart, where we know that regardless of what their stance is on risk-taking, they're going to need quality reporting from a metrics perspective. They're going to need reports on what their total cost of care and their unit economics look like. More importantly, they want those reports to be delivered in the EHR, not in a third-party solution, which we believe plays to our strengths. That's where we're starting. The two yellow bars that cut across all of these populations, we're gonna go out and try to drive 100% adoption of those solutions within the NextGen base. That's almost 4,700 practices. Then with the 30% of NextGen providers that are in the middle column, we're elevating the breadth of solutions that we're bringing to them. Revenue integrity and care management, this is really RCM plus. It's taking your traditional payment models and really layering in a little extra on top of it. Of course, for the folks that are ready for the full shebang, we can start to pivot into more MSO and network-like models a few years down the road. Lots of exciting opportunities. We are incredibly confident in our ability to deliver this growth agenda, and we've pivoted at this point pretty aggressively towards shaping a cross-functional execution agenda that we think will help us speed out of the gates. More to come on all of this in the coming months. With that, I'm gonna hand over to Jamie, our CFO, and talk to you a little bit about the financial story. All right. Thank you, Sri. Unlike the first three speakers, I've been here for six years now, and it's been quite a journey, and I am very excited to welcome them and other members that they've referenced in the course of today that have recently joined us, and really excited about the future. Before we get to the future, let's just touch on the pre-release that went out last night. Fiscal 2022 was a very strong year of performance for us. We ended up delivering about 7% revenue growth. That revenue growth will be driven by managed services, so hosting and managed cloud services. It also included strong performance in RCM, which I will comment benefited from an easier comparison because as you recall, fiscal 2021, the first two quarters had a negative impact from COVID. The growth in RCM was a little bit better than you would expect normally, but it was a strong year for performance there with the return to volume from the client side. Subscription revenue continues to be a strong performer. It will grow about 10%, or it has grown about 10% in the year. Happy to report that that growth is fueled by some of the surrounding solutions like mobile and virtual visits. We also had strong performance with the NGE SaaS offering. NGE SaaS tends to be what new clients adopt versus clients that are inside the base. As they expand with us, they tend to expand using perpetual licenses, which is what they had to start with. Software and hardware performed better than we expected. When I look back at the start of the year and I look at the previous two years, software and hardware had dropped down into about $28 million. That was down five years ago from about $65 million. We came into the year expecting it to be in around that range, but we ended up it's going to be above that number and which was a pleasant surprise for us. All in all, a very good year. We have been making investments throughout the year, but in particular in the fourth quarter, we were able to accelerate some investments, and we were able to accelerate them because we had some nice wins in the quarter from inside the base. When we saw that happen early in the quarter, we pulled forward some projects that we wanted to work on. These would include robotic process automation and some investments in the Office product, primarily around moving it to an AWS hosting arrangement from a smaller facility today, which will increase the stability of that product, making it even more attractive to the small practices. We've also made some investments in the area of interoperability and connectivity. We started those projects in Q4. That's why if you're as you look at the consensus, the revenue overachieved, but the earnings came in right where we expected them, right in the middle of our range. All in all, a great year for us. That sets the stage for our guidance for fiscal 2023. The guidance for the year was revenue to go to $628 million-$640 million. That equates to a 5.5%-7.5% revenue growth. That will continue to be led by subscription services will be a big driver. It won't surprise you since Katie has been up here talking about services and managed services, and her expertise in building out some new offerings for us, that we expect services to be a contributor as we go into the year. Sri has been talking about the new and exciting areas, the bold moves that we're making. Although I want to caution that if you listen carefully, he often he said several times, "We're just starting to introduce those." Those will have a small impact on fiscal 2023, but as you think ahead to the goal of 20%, Insights will be a contributor, and that will occur more in fiscal 2024 and 2025. Think of these as layering on as we move through the next three years. There will be some margin compression as we shift to some of the more services. There will be some gross margin compression, and we will continue to invest. We talked about the investments we were making related to Spring '21 in account management. We started talking about that in the middle of the year. Those will be a full year investment in 2023 versus a partial year investment in 2021. We're also investing in R&D and sales and marketing in the year. That's how you go from a nice second year of nice revenue growth with earnings flat and then we'll talk in a second about the EBITDA margin and the Rule of 40 calculation. Let's talk about the growth model. I don't need to add a lot. I think Katie did a great job of talking about our core activities and continuing to execute there. We've had great commercial execution, but there are a few things that we introduced this year, like we brought on sales development reps that have made our sales force more effective, particularly outside the base. We've introduced some new pricing and packaging, which I sort of put in between core activities and operational excellence in some of the areas that Katie talked about, where by creating these centers of excellence, we'll be able to do more and staff augmentation, all of which should lead us. If you look at the graph, it sort of says that'll get you into the mid-single digit, sort of starts to touch on it. As you look out a year or two, you start to layer in some of the bold moves that Sri talked about, which would include the data cloud, interoperability as a service, really exciting opportunities for us. Then I wanna talk about the far right category of business development in inorganic. We have done a number of partnerships over the years. Some that we've talked about would include Veradigm. We announced this year Vilytic, which is remote patient monitoring. We will continue. David mentioned Brad Chelsy joining us from athenahealth and Mayo Clinic. He will add in this area. In the area of inorganic activities, if you look at the history, we've done some small tuck-in acquisitions over the years. I look at the biz dev in inorganic as being a way for us to be able to accelerate access to innovation. Our vision here is that we will use this, and we'll use it in a very disciplined fashion. We'll talk about that a little more later. It was very refreshing for me when David joined. I did not refer to the Rule of 40, but I've always thought about balance here. Growth for growth's sake is, it doesn't seem to be a path to success or at least not a long-term path. I've always believed in it. When David got here, he started talking about the Rule of 40, and I want to, assure everyone that we will continue to take a balanced approach here. You can see that, when you look in fiscal 2022 going to fiscal 2023. Now, this is math, right? We already told you what the revenue is gonna be. We've told you what EPS. If EPS is flat and revenue goes up, my EBITDA margin is gonna get compressed in 2023. I've explained that that's gonna come because of the investments in R&D, in client services, and in the sales and marketing. 2023 will take a slight dip on the EBITDA margin. Then we expect to grow 200-300 basis points p er year in a very sequential fashion out into the future. And we should achieve 30% or a combined score of 30% by fiscal 2025. Now, a lot of this growth, we've already talked about all the reasons we expect revenue growth to increase, but we will show operating leverage, and the reason I'm confident we can show operating leverage is we have a number of activities. First, when you think about operational excellence, we talked about creating centers of excellence. We've had a number of our employees that are doing related tasks but bringing them together. One example of this is we created a center of excellence around upgrade services. So we brought together people that were in the professional services plus the support team and brought them together and were proactively bringing a prescriptive process for upgrades to our clients. So this is an area. We've also created a best practice framework in the services area such that we can go out to our clients and recommend to them how to move, how they should adopt our technology, and in what sequence. We also do a lot of third-party benchmarking. We continuously measure our performance against third parties, best in class, and how do we get there. We do this both internally as well as using external sources or external experts. Once we get good practices in place, good procedures, we've been bringing in automation. I mentioned the RPA. We've also brought in workflow automation for everything from call center management, RCM. We brought it in for when Katie got here. Actually, we started right before Katie got here, where we introduced workflow management in the consulting area for us, for project management there. The pandemic made us look at our ability to work distributed. Everybody talked about having people working remote and, when it hit, fortunately, we had made investments, but we have continued to make investments. We have told our employees that we will remain a remote organization. Approximately 3% of our employees come into the Office full-time. We have worked really hard at both downsizing our physical footprint, but also getting better at having group meetings. Today is a great example where we're using a hybrid format. Some people were able to make it today, others are attending digitally, and we will continue to do this. We will be offering this for our user group meeting, which historically was 2,000-3,000 people. Last year when we did it virtually, we had, I believe the number was well in excess of 5,000 people attend. We are investing in this. It creates efficiencies, it reduces our facilities footprint. It also then feeds into optimal resource deployment. It allows us to hire people not just in in the big locations like Orange County and San Diego and Philadelphia and Atlanta, where we historically have been. We're able to hire people wherever they want to live and also to more effectively use our resources in India. Another area of optimal resource deployment, I mentioned last year, starting in July, we started adding sales development reps. It's kind of interesting when you think about these sales development reps, what they have done is allowed our, particularly our outside the base sales team to have a better lead. These SDRs take the lead when it comes in through the website and they start nurturing that lead. Such that by the time a more expensive resource, like a outside the base sales executive picks that lead up, it is well developed. I think this is just another area where we can continue to grow. As we look ahead, we do expect our bookings to grow year-over-year. It's a way for us to more effectively produce that. I wanna talk for a second. David has talked a number. He's mentioned disciplined capital deployment. The point I would make on disciplined capital deployment is over the last two years with COVID, we have not done an acquisition. But it has allowed us to further integrate the companies that we had acquired. It's allowed us to shift where David talked about the three domains of Enterprise, Office, and Insights. We've been able to do things internally to better prepare ourselves for this. There's many advantages to doing this, broadening the market segments, capability acceleration, and portfolio management. These are all important, and we're much better positioned than we would have been two and a half years ago. We've built up substantial capital. We ended the year with about $60 million on the balance sheet. A year ago, we updated our line of credit, so we have access to $400 million of capital there. We are well-positioned. I do wanna emphasize, we have had a disciplined model around acquisitions. We look at a lot of stuff, we get calls. Almost every day, we get somebody reaching out to us, but we have a disciplined model. We expect the return on the investment from here to exceed our cost of capital. We would expect it to be synergistic or accretive to our operating model. It needs to accelerate revenue growth and achieve better than our current, and our targeted EBITDA margins. Now, there's always a startup period, particularly when you buy tuck-ins, that there's short period of investments. We have done a really good job, and I would highlight areas like EagleDream and Otto, where we bought companies that were not quite pre-revenue, but we were able to bring them into the company and immediately be able to start achieving with them. I would say that's what you should expect from us in the future. If we do an acquisition, we will be very disciplined in that. Before I turn the stage back to David for closing comments, I just wanna mention that I believe NextGen is a strong platform for growth and scale. That, when we talk about diverse revenue streams, previously, we talked about it because there was this interrelationship between, say, licensed customers who came to us for RCM and EDI. Now, I look at it in some of the areas like Enterprise is related to Insights. No better place to bring our Insights capability than to our Enterprise customers and Office customers. We have a very diverse revenue stream, no significant customers. Our largest customer is less than 2% of revenue, so there's not a single customer that, if they left, could really permanently damage the business. We've been around 91% recurring revenue. We would expect that to go up, continue to trickle up over time, but it will probably never exceed 93%-94% simply because there is a significant amount of non-recurring work associated with the even if the customers are buying subscriptions. We have a leverageable infrastructure. I've talked about the investments we've made, the experienced and disciplined executive team that's only gotten better in the last 10 months. We have a very engaged. Last week, we had 120 leaders of the company. We brought them together in Atlanta to do leadership training, and to start talking about how do we bring our strategic goals to life. We brought the team in from India, and it was the energy in the room was it was palpable. You could cut it. It was so exciting to be together, and particularly the team from India, many of whom hadn't even been together in India, and then they get on planes and fly 22-32 hours to come in for the meetings. It was great. We've got expansion opportunities. It we believe there is significant opportunity for us to continue. With our strong free cash flow generation and the dry powder, we are looking forward to the future and very excited about it. With that, I'm gonna turn it back over to David. That's our presentation. Thanks again for making it in person and getting through the COVID protocols, which we didn't expect. With that, we'll do Q&A. I'll invite the other speakers up and take your questions and those from online as well. Thanks. Sure. Okay, Stephanie, you got your hand up just right before Jeff. There is a mic, and it's right here. Thank you, guys. I've got a few, so I'll just start with this one, and we'll keep going down the line asking questions for everyone else as I give everyone else an opportunity. David, you've mentioned the Rule of 40 a few times now on earnings calls and at an event and about how you wanna balance growth versus margins. You're also pointing to services-driven growth for the next few years and a very uncertain cost and labor backdrop right now. Let's hear about your philosophy on balancing growth and margins. What is your cutoff point? Where would you pull back growth, preserve margin profile? Where would you say, "Okay, the spend is worth it"? I mean, Jamie can comment on this too. I think it is where are we delivering value for clients on the services side. If it's making clients now, more sticky, it's driving better outcomes for them, then we'll keep doing those services. It's up to us to get our services to a 20%-25% margin profile that you would expect for a services business. There is opportunity in our business today to get to 20%-25% on the services side, but we'll have to be more disciplined in how we run that, which Katie and her team will bring. I think that Rule of 40 just helps kinda offset, you w here will we invest more to get more growth. It'll always kinda be profitable growth when we think about it. I don't know, Jamie, if you have more thoughts. I would agree. There is opportunity. There is no doubt. We see opportunity. We know our clients are going outside at times to go to partners who are not as experienced with the technology, and they aren't incented to help the client adopt the full solution. This is one of the things Katie touched on at the very outset, is helping clients with adoption. We hear over and over from clients when we sit down with them, and we explain the functionality that's in the system that other people are taking advantage of. I think that bringing on more services and having these prescribed practices for adopting it will help with not only the clients adopting our technology more fully, but I think it will lead to continued improvement in retention rates. Should we assume that this services build-out is gonna be margin accretive within this FY 2025 time period? I think you should assume that in the latter part of this, that it should start to be margin accretive, yes. We'll put automation to is I don't know if you wanna talk about NextGen Share and getting data from clients. We're not gonna check every client. We're gonna do it electronically and then bring services. To great scale. It's not the traditional, "Let's go in and assess the situation." No, let's use the information coming from our systems and identify where the opportunity is and engage with them directly. Helpful. Thank you. Yeah. Good morning. Thanks for taking the questions. One is a few about the Insights business. Maybe just to kind of set the table, you talk about $40 million in Insights revenue today. Should we think about that as really coming from what was EagleDream and what Mirth has grown to be, or any other key components there to think about? David, why don't you take that? Yeah. It's those two are the majority of the revenue. There is a small amount of data revenue in there from data partnerships that we have. It is primarily EagleDream and what was HealthFusion now is called Office. Excellent. On the insight side, I wanna ask about kind of who we should think of as the key customer segment. It sounds like you're really retaining focus on your provider clients. Maybe some life science, but maybe not the kind of jump to payer and life science customers than that I've heard from others. That's right. We're starting close to home. The providers are the primary focus. We think there's a huge untapped opportunity to just unlock the value of those assets just within the base to start with. We're going to be opportunistic about interoperability. Interoperability, in particular, is actually accessible to everybody. We have a good mix of health information exchanges, other technology companies and OEMs, as well as larger health systems and payers that are using that asset as well. We'll let that be opportunistic. The Value-Based Care, again, we'll start on the provider side, and then we'll layer on others over time. Okay. Excellent. Last one from me here is thinking about those core provider clients, how would you describe the barriers to adoption and how you overcome the barriers to adoption that might prevent a mid-sized physician practice from adopting what I characterize it, what you've described as pretty sophisticated integration, data management, and analytics. How are we gonna get them across the finish line? The answers are slightly different for each one. On the interoperability piece, it should be little to no barrier to adoption. That should just be native. It's already part of our NextGen Enterprise offering. Increasingly, when you buy NextGen Office, you'll get that as part and parcel of the product as well. The data management, previously, there was a challenge because they did not have technology resources to go do the dirty work of getting the information assets prepped for use. That's the friction we're taking away by creating this data cloud. We're giving them a cloud-based, curated environment where they can come in and essentially plug and play and create analytics, where we've done a lot of the heavy lifting behind the scenes of the end-to-end data management for them ahead of time. On the value-based care side, as I mentioned, almost all of these practices, they've struggled with saying, "How can we create the right quality and cost metrics for our practice?" Again, because of a lack of accessibility to data. The two are synergistic. By virtue of creating this cloud-based data environment, we're now also able to accelerate their journey on the value-based care side. We're trying to take that friction and the expertise away, or the needs away from our providers and doing it for them. While we create a service model that can get them through that. Exactly. Start small, learn, grow, and that's how. That's our strategy around our, especially analytics as a service. Thanks. Thanks. This is Jack Wallace with Guggenheim Securities. Want to follow up on the data and analytics opportunity. How much of the medium and long-term growth outlook in that business is predicated on the industry taking more risk and progressing more towards, yeah, capitation? And then got a couple other follow-ups. In the data and analytics business, it's not predicated on risk-taking out of the gate. The three opportunities we highlighted there, the data syndication, that's contributing revenue already today. We expect that to continue to grow at a steady pace. The insight on demand piece, there's actually a pretty good breadth of use cases from Value-Based Care to just general performance indices to practice intelligence that are part of that. It's going to be a reasonably well-distributed mix of things. The risk-taking is not a precursor for growth in any of those areas at this time. Yeah. Thank you. I wanna talk a little about the Cures Act and how much of an opportunity you think that is for your business. How much of that is going to maybe shake out some of the smaller players and provide an opportunity to growth in the Office market? Also, like, couple follow-ups after that. Yeah, I think that one is. Like I said in my presentation, I'm surprised no one else has gotten Cures Act certified in the last two months that we were certified. I thought once we came out, maybe another competitor would come up or be closer. We'll see because that time's passing. There's a year and a half now to get everyone migrated. We're running campaigns, as you would expect, against competitors saying, "Since yours isn't certified, just migrate to ours." Instead of waiting for them to eventually get there, doing an upgrade, and taking a risk, just migrate to NextGen. It'll be just as easy. W e'll see how that resonates in the marketplace, but there are definitely opportunities there. As people aren't Century Cures Act certified, if you think about you're getting to the end of this year, people are, I mean, it can be great for us. Katie has that experience, and she and her team will be really busy, which is what we're looking for. Got it. Thank you. Lastly, thinking about the operating expenses relative to the cost of goods, so the revenue mix shift, should we think about some of the investments made in the fourth quarter and maybe in the front half of this year as bein front loading and setting the operational base, for which you can see some expansion that might be offset a little bit by the revenue mix shift? I guess, how should we think about how the puts and takes of the margin progression? Yeah. Yeah, I'll give a first view, and then Jamie. Trying to hit the cost of sales the hardest, right? That line is one where we wanna bring automation. We've started to make investments already to change its growth curve to flatten. T he normal kind of G&A type things of the facilities and things will run out. There's opportunities to automate in the cost of sales that we need to take advantage of. I think Sri mentioned one of, or Jamie, of just moving to some better services or more native services. It was company didn't prioritize before. They were too busy working on other things, and we're saying, "Look, there's a great return here. How do we fund this, make this shift?" Then it's permanent through the P&L forever. There are changes there, and I'd say we're targeting the ones that affect gross margin first. Okay. A couple questions from the microsite here. Just let me group a couple of these together. Maybe you could address the general effect of inflation on clients as well as our business. For us, since we have free cash flow on the balance sheet, it's not hurting us. I f we were 7x levered like some of our competitors, I'd be nervous. I'd be very nervous. Because then how am I gonna invest for growth? I'm gonna my decisions getting made for me by the rising interest rate in the market. Our clients, I would say it's not as much inflation as the difficulty in attracting talent. Even the wage inflation of entry-level folks that are working on the front desk, those are difficult to attract now. We're seeing a lot of client interest in how can you automate things so I can reduce my total labor, not because I was trying to do it to make more money, but because I cannot attract labor. That is both a automation opportunity for us and new software, but also new services to augment that with them. You heard Katie talk about on the RCM side, we're starting to offer an à la carte menu. We're seeing a lot of uptake there to start doing services for client. They gain trust, and then we'll start doing the entire thing. Our goal is to get the $2 billion to be several billion more over the next few years. Anyone else wanna add on that one? I mean, what I would say, Matt, is that we do have CPI increases built into some of our revenue contracts, particularly maintenance. There is some automatic adjustment each year. It typically is done in January. When we set the CPI increases for this calendar year, they were set back in September-October timeframe. T Here is some adjustments that are in place. Certainly from a revenue or top-line standpoint, it will be factored in. Okay. We've got another question from Anne Samuel with JP Morgan. I'll paraphrase here a little bit. Shared savings and risk VBC, who do you run up against on the competitive landscape? And is the ability to leverage the EMR system your competitive advantage? Yeah. It's a pretty diverse set of folks on the shared savings side. There are, of course, the other EHR companies that have versions of the solutions. I think increasingly we're seeing analytics companies that are exclusively focused on population health analytics that are participating in some of that, the risk distribution. Of course, more and more, they're not quite competitors, but companies like the Oak Street Healths of the world that have built native technology solutions and the ChenMeds and the Iora Healths that are essentially managing risk with proprietary solutions. Sorry, what was the second part of the question? The other part was the EMR is a competitive advantage. The EHR is a competitive advantage because at the end of the day, even if the analytics are generated someplace, the ability to actually apply that to reduce clinical variability or reduce the cost of care or track how you're doing against these risk-based programs comes down to whether you can put that insight in the workflow, and that's why we're seeing much, much better traction if that insight is presented through the EHR workflows. We do believe that's gonna be a strength. Great. We've got a follow-up as well from Anne. In regards to Enterprise, can you speak to what differentiates NextGen and why your market positioning will enable you to grow 4%-6% in this segment when other competitors have not? Yeah. I think the three things we mentioned during the discussion, what makes NextGen stand out on the Enterprise side is, one, as David mentioned earlier, the scale and complexity of the offering, the fact that as practices get bigger, they have more complex needs to manage diverse practices and layer on new practices through rapid M&A, and this is one of the few EHRs that can actually bring on a whole bunch of new customers without a ton of friction. That's one of it. The ability to integrate medical, behavioral, and dental in the same EHR without needing to go to three separate systems, that's another differentiator we're seeing play out in the FQHC space. Of course, adding to the prior question, we've integrated the ability to stream population health analytics and insight directly into the EHR. That high degree of integration between value-based care solutions and the EHR also makes us a special offering in the market. I might add, it was on Katie's slide. You saw all the placards from KLAS, but it's only when you step back and you actually start thinking about it. We have the best practice management. We've four years in a row our practice management was best in class. We were number one in the EMR last year. We were number two this year by a whisker. We beat. Number one in Office. Yeah, number one in Office. We also have virtual visits and pop health and RCMs. It's not just the EMR, it is the totality of the solution, the breadth and depth of the solution taken as a whole, and that is why we see, we hear a lot of times, outside the base when we talk about these net new wins, the reason we're winning is the breadth of solution, and then you add to that we can do whole person care with behavioral health, and in the case of these public health groups, we can do dental for them. I think that is why I am bullish about the future for Enterprise. That's great. Any follow-up questions from the room? Thank you, Velamoor. Katie, given the expansion professional services, I'd be curious about what learnings you have gleaned from Cerner RevWorks and how that's coloring your approach? Wow. I'm assuming there's some history on that one. Too much? O ne of the first tasks I had when I came to NextGen was to identify our SVP of Revenue Cycle Management Services. Knowing, I kind of went to market to say, "Okay, who's out there? Let's bring talent in from all areas of the globe," if you will. Interestingly enough, there was somebody from Cerner, there was somebody from, I think, R1 RCM. I mean, we had a whole bunch of folks come through. Ultimately, who I chose was an internal candidate. He was able to truly articulate w hat is our value proposition? What is the breadth of our revenue cycle offering? Where do we compete against others in that space? I felt like, you... I told the team, his team saying, "Hey, he was chosen about across these industry experts, because he really knows how to run it, first of all," because that's where he kinda grew up running it, "grow it and evolve it, automate it, create efficiencies, et cetera." That was kind of a quick and dirty look at kinda, oh my god, this is what we used to do over here compared to what we do here, night and day different, and the quality of talent that we have here at NextGen is phenomenal. David and I kinda talk about that all the time is to we lead with revenue cycle services, which was not the case when we were at Cerner. Beyond the talent mix, is it a more integrated selling approach that you just mentioned? Is there going to be more of a focus on the software versus the services? Like, how should we think about it, just given there were some missteps in that prior execution? Right. Right. I think what I, when I mentioned in the discussion, the process to sell that is a long cycle, to earn that trust, to go through that process. That's when you talk about 6% penetration in our client base is because that process has taken so long. What we said is, "Okay, how do we step back? How do we stair step in there and earn the trust?" By being able to go create opportunities to engage with the clients where they have pain points. AR recovery just let's start there and demonstrate it, get very hyper-focused in that area. We know we can ultimately get to scale, but we have to prove the results. Just kind of building that where our clients are at, that's where we're seeing a lot more interest coming in these days. 'Cause before we kinda went into the, "Hey, we gotta do the whole thing or we can't do it at all," and it just became a harder conversation than it needed to be. Helpful. Thank you. Maybe one thing to add to that. We've talked quite a bit on the service automation piece and what Katie's just mentioned from a product perspective. The winning solutions in the revenue cycle space are those that are emphasizing the front end of the RCM. Fix the problem before it goes into denials all the way on the tail end of it. I think investing in the analytics with, on the services side and making that more tech-enabled, that's gonna be a big differentiator going forward. The other area here is increasingly you need to understand clinical data and ability to ingest it upfront in order to determine what the reimbursement rates are going to be on the tail end of it and start predicting that from a revenue integrity perspective. We have access to that information and the ability to do that now as well. The third thing that's more forward-thinking is every provider is not just a vanilla fee-for-service anymore. They have four or five different types of contracts they need managed by the same provider. The ability to solve both the alternative payment models plus the conventional models for them is gonna be a key part of what helps us stand out. Another one from me on professional services, a little different angle. Katie, you talked about efficiencies through prescriptive process, and I would say the market share leader in the hospital space is kind of famous for doing that and them delivering strong retention and lots of all-in clients. I'm curious how maybe you see an analogous situation to do that on the ambulatory side, and if we could translate it to something near term, if you could expand a little bit on your mention of reimagining what's possible with the Spring '21 upgrade. I think I grew up in this world too, competing against that major competitor in the hospital market. It is absolutely the same thing in the ambulatory market. A part of our journey is we gotta go declare what NextGen's best is. Go declare what that is. Understand not just our new clients that are coming onto NextGen, how do we get them there, but our existing client base, how do we migrate? We have a lot of variability across the client base, and how do we kinda get them down one channel? That's what that company up in Madison tends to do, is say you only get one way to do it, everybody marches that same direction. Every client I've talked to said, "Hey, just guide me. Guide me on that, on those best practices." With that, you have to have a process that's very rigorous and repeatable so clients know where they are in that journey to be able to not only adopt those best practices, but be able to go through that sequence of events. I also believe it doesn't stop there. It's what we are building is a continuous engagement model, we're working with our clients every day around not just the capabilities they previously deployed and making sure they're running and all that, which is super important. As Sri was talking about new capabilities coming out of the factory, saying, "All right, how do we now get those adopted into their environment so that they're able to see the value and become that holistic, more sticky set of solutions? Maybe one quick follow-up there. Can I just add something? In the six years that I've been here, this has been a bit of a sea change. When I first got here, NextGen, one of its calling cards was the flexibility of the solution, the customizability of it. We hear more and more, and we heard it over the weekend at our executive leadership summit, customers asking us. How do they do it? They are consolidating the number of vendors they work with. They are looking for us to help them run their practices better. I think they've realized that as the technology has gotten more and more complex, and it's become so integrated into their business, they wanna leave that to their HCIT vendor in this case to help them with it and to make the suggestions as opposed to letting them sort of design what they think is best. Excellent. A quick follow-up for David or Sri. A lot of what we're discussing today is very forward-looking, but you just announced record $41 million in bookings in the most recent quarter. W hat's starting to resonate with clients already? It's resonating that, I mean, we're moving to outcomes based, right? It says it on the slide, but it's a massive change in the company, right? We're becoming an outcomes company. We're not an end product, but we're not to customize it any way you like company. We are moving with our clients to the new space, and we're willing tov do it in ways that work for them to be flexible. For example, on the RCM, you've got a problem, we'll help you with the problem, and then we'll talk about what we'd like to do with you long term and as far as taking on this entire capability for you because we can do it better. Let's show 'em and move with them on that journey, where before we were a little too rigid sometimes in how we engaged with clients. We sell you software, you take the software, you implement it, you call us if you have a problem. That's just not what people are looking for now, right? They're looking for I'm growing my business as fast as I can. I want you, NextGen, to take care of this part of my business. Make me efficient, make me able to scale. We're saying, "Great, we wanna scale with you. We'll do those things together." We have relationships like that. I mean, we're expanding rapidly, and we need to modify how we do things to drive that outcome for that client. I mean, if you think about a privately backed, PE-backed company that's expanding quickly, they wanna be doing M&A, right? They don't wanna be messing with all this integration work. NextGen, can you do the integration work? We can. Okay, great. Let's have the experts work on the part that they're expert at. Okay, we have time for maybe one last question. Any last question here? Oh, Stephanie. The worst. Can you imagine hanging out with me at dinner parties? It's awful. Sri, I've asked everyone else a question. I've gotta ask you one as well. Everyone in the room gets the need for data and analytics in the provider space. The bigger question is, do you think the buyers, especially in the ambulatory end market, fully understand the need to add on data-informed solutions? Does that mean this is gonna require less of a standalone data product sale and more of an integrated approach, or how are you solving for that? You nailed it. I think the answer is in the question itself. The ambulatory providers are not sophisticated enough to just take data assets and do something with it independently. What they want is you to do the dirty work of pre-curating it. They want you to clean it up for them. They want you to give them analytics-ready datasets. These are the larger ones. The majority of the mid to smaller ones actually want the complete end answer. Take the data. For instance, one of our most popular requests is a financial and operational analytics dashboard. Think of it as a CFO in your pocket. Give me that practice intelligence dashboard that's got the 10 measures that matter, and just put it in the EHR for me so I don't have to think about it. It's those kinds of solutions that we're really digging into, and the reason we can get away with it is we already have the permissions for the majority of our base to curate that data. It's sitting in our store today. We just didn't do anything with it. Now we're actually able to process it and give it back to them, and we don't need to worry about the consent. We don't need to worry about permissions. It's benefiting them directly, so we can really speed our way into getting those Insights back to them. Do you think then you'll have more of a services component to this as well? Because there could be some hand-holding necessary. Short answer is yes. Higher margin, more focused. It'll be a subscription, and we'll do that in Yeah Automate it ourselves so that there's minimal services behind it. Mm-hmm. Thank you, Thank you, guys. Okay, that's all the questions. Thank you very much for your time here. Thank you, David, Sri, Jamie, Katie, and we'll see you on May 17th. Take care. Thanks, everyone. Thank you. Thank you. Thank you all. Thank you.