Reinventing the Healthcare Sales Process


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Is Qualtrx on the verge of revolutionizing the relationship between vendors and healthcare providers? After interviewing Rashaun Sourles, I’m buying into his vision. Why? Because just as Rashaun learned during his days at Johnson & Johnson, the sales process within the healthcare space is becoming more and more inefficient. Healthcare providers are busier now more than ever. Vendors are losing access to these providers everyday. Physicians are not necessarily the customers any longer as more and more hospitals are buying up physician practices. The problems that lead to this inefficiency go on and on. So, what’s the answer? Perhaps it’s Rashaun’s idea of a social network with a healthcare twist. Through an online marketplace, Qualtrx bridges the gap between buyers and sellers, empowering caregivers to control the dialogue with their vendors in an effort to focus all exchanges on clinician-defined needs. Listen to the interview and learn how Qualtrx may just be the next Twitter for the healthcare space.

Who is Rashaun Sourles?

Reinventing the Healthcare Sales Process

Rashaun Sourles is the President & CEO of Qualtrx. Rashaun spent 7 years with Johnson & Johnson, most recently as an Account Manager in teaching hospitals and integrated health systems across the midwest. In his time with J&J, Rashaun earned the President’s Circle designation, putting him in the top 10% of J&J representatives worldwide based on sales. Rashaun graduated from Northwestern University in 2004 with a BA in History. He is currently an MS candidate in the Learning & Organizational Change program at Northwestern University.

Interview Highlights with Rashaun Sourles

  • Can Qualtrx replace the role of a healthcare sales rep?
  • Rashaun’s successful sales background with J&J and how the idea of Qualtrx was born.
  • How Qualtrx is bringing healthcare providers and vendors together by stripping down barriers and increasing efficiencies.
  • Qualtrx faces 2 challenges: 1) The “we’re afraid of social media” issue and 2) The “privacy of data” problem.  Find out how Qualtrx is overcoming these obstacles.
  • How Qualtrx allows healthcare providers to rate vendors and the importance of this feature.
  • The scalability of Qualtrx.
  • What’s next for Qualtrx?
  • Why Rashaun believes listening skills are vastly underrated.
  • And much, much more!

This Is What You Can Do Next

1) You can listen to the interview with Rashaun Sourles right now:

2) You can also download the mp3 file of the interview by clicking here.

3) Don’t forget – you can listen to this interview and all of the other Medsider interviews via iTunes.  And if you get a chance, leave us an honest rating and review on iTunes. It really helps out.

4) Read the following transcripts from my interview with Rashaun Sourles.  Also, feel free to download the transcripts by clicking here.

Read the Interview with Rashaun Sourles

Scott Nelson:       Hey everyone, it’s Scott Nelson. Just a few quick messages before we get started. First, as a reminder, Medsider is on iTunes. Just do an iTunes search for Medsider and you can subscribe to the podcast for free. That way, all the new interviews will automatically download to your iTunes account. It’s super-easy. Also, if you like the podcast, don’t forget to rate it. That really helps us out. A couple of other ways you could follow Medsider, subscribe to our email newsletter, like us on Facebook or join our LinkedIn group.

                              Second, since 2005 my friend Ryan Gray has been helping thousands of medical sales professionals keep an edge on the competition. He gathered a team of sales managers and top sales reps to discover the best ideas and practices that drive more business and yield the most commissions. Their findings are highlighted in the number one medical sales book of all time, the Medical Sales Desk Reference. You can find the Medical Sales Desk Reference at Amazon.com or go to Ryan’s website at Vendesigroup.com. That’s V-E-N-D-E-S-I-G-R-O-U-P dot com. And here’s your program.

Hello everyone, it’s Scott Nelson and welcome to Medsider, home for ambitious medical device upstarts. This is a program where we learn from med tech and medical device stakeholders and mentors, and on today’s program we have Rashaun Sourles. He is the founder and President of Qualtrx, which is an online marketplace that’s bridging the gap between buyers and sellers in healthcare. So, without further ado, welcome to the call, Rashaun. Appreciate you coming on.

Rashaun Sourles:     Scott, thanks for having me.

Scott Nelson:       Yeah, I’m really looking forward to this, but first things first. Qualtrx and this online marketplace, can it really replace the role of a sales rep?

Rashaun Sourles:     You know, it’s funny that you put it that way. We definitely are not that provocative in how we market ourselves. What we’re really looking at is, how do we bridge the gap between buyers and sellers? And given our business model, being that we’re monetized by vendors paying us for access to healthcare provider streams of information, we definitely don’t ever believe that we can replace the role of the sales rep. But we definitely believe that the technology exists and it’s showing up in other facets of our life that the idea that technology can bridge the gap between buyers and sellers in the healthcare marketplace is coming. So we want to be that sort of industry-leading technology that positions ourselves to bridge that gap.

Scott Nelson:       Sure. Okay. And I really want to dig into what exactly Qualtrx is both from the vendor side and the healthcare side, but I think it’s going to help the audience sort of get an understanding of this idea by first learning a little bit about your background with Johnson & Johnson. So let’s start there. You actually were a pharmaceutical rep with J and J, correct?

Rashaun Sourles:     I was, yeah, for seven years. I came straight out of undergrad and actually I started with J and J three months before I graduated, and that’s the only job that I had for seven years until I started Qualtrx.

Scott Nelson:       Okay. Okay. Did you kind of move up the ranks with J and J then? Because based on kind of my initial research it looks like you had some really good years from a sales standpoint.

Rashaun Sourles:     Yeah. Well, like I said, I started a little bit before I graduated. They had me in a part-time role, sort of in a training role. The day after I graduated I started full-time as—they called it—a college overhire role, which basically meant that I was a temp filling the spots where women were on maternity or where people were on short-term leave.

Scott Nelson:       Okay. Yup.

Rashaun Sourles:     And at that point I was competing for my own territory. Within two weeks with the company I got my own territory, they reload me to North Dakota and I was a clinic-based rep for three years in North Dakota. And after doing that and winning President’s Circle and just a whole host of other J and J awards, I was promoted into a hospital account manager position in Minnesota, and that’s what I did for the remaining four years I was at J and J.

Scott Nelson:       Okay. Okay. And I kind of wanted you to tell that story because I want people to understand that if they’re viewing Qualtrx as unfriendly towards sales reps, that’s not really the case because you came from a sales background, you’ve had a lot of success. You saw some problems with the sales rep-physician interaction, so you had this idea. So I kind of wanted to first have you tell a little bit more about your history and your successes with J and J. But let’s dig into where the idea of Qualtrx came from, because it was born out of your time as a former rep with J and J, correct?

Rashaun Sourles:     It was, and so I’ll tell you a little of the story. So I got into sales, I had no inclination coming out of college that sales was the right gig for me—I was a liberal arts major—and it seemed like it was a good-paying job and it seemed like the kind of job that matched my personality. When I got into the territory and I got into the field and I got the rhythm of understanding what it was like to be a rep, there were a couple of dynamics that I noticed, and I guess the most fundamental dynamic is as a sales rep, the number one thing that you need to know about your customers is what their needs are.

And so I started in the industry in 2004 and I started in North Dakota, which was somewhat like Mayberry, USA in 2004 for a sales rep. I had carte blanche access at almost all of my clinics, and literally within about a year, a year-and-a-half, the access was being curtailed and curtailed and curtailed. So as the institutions, whether they were help systems or independent clinics, as they put up firewalls and barriers that prevented me from getting to know my customers and being able to have a conversation with them to understand their needs, it was hampering my ability to bring the full value that my company had to those customers.

Scott Nelson:       Mm-hmm.

Rashaun Sourles:     And I realized that intuitively very, very early on. I mean, that was just kind of the first snippet for me understanding that there was a real fundamental shift happening in the industry where healthcare providers and the institutions they worked for were beginning to take away from reps what reps needed to be most effective. I would say that my impetus to really start Qualtrx came after I started my master’s program in Northwestern. My company was sponsoring it 100%, and my master’s program is in learning and organizational change. It has everything to do with strategic change. And what I really learned in that program was the design mindset and how to look at a problem and to redesign or re-imagine in a perfect world what that would look like.

And what I started to do is I started to say, “Well, in addition to understanding my customers’ needs as a sales rep, if you’re a good sales rep you really understand the psychology of your customer.” And because I had my own personal psychology as Rashaun, as a rep, because I understand the psychology of the healthcare provider customer so well, that’s really when I started to hatch, how would we design a communications platform or a private social network that could really bring sales reps and healthcare providers back together but in a way that is beneficial for the healthcare provider first and foremost?

Scott Nelson:       Okay. And so this idea, I mean you noticed the large gaps as you spent more and more time with J and J, and this idea sort of came to fruition while you were in your master’s program at Northwestern. So what happens next?

Rashaun Sourles:     So basically—I’m trying to think—at the same time I was in the master’s program and I’m learning about like a design mindset and strategic change management, I started to dabble in my personal time in some entrepreneurial projects, and one of the things that I ended up doing in 2010 was working with my buddy who had a business of his own. I was sort of his strategy consultant. We actually together won the Minnesota Cup Business Plan Competition…

Scott Nelson:       Okay.

Rashaun Sourles:     …and that keyed me off to, “I need to do something entrepreneurial.” And so I started speaking with my customers but I rapidly started to see like, “Look, I’ve got to sever my ties with J and J because, in order for me to truly serve the customer, I need to be impartial, I need to be a third party and I need to be able to align with my customer’s interest. So in November of 2010 I left J and J and I started doing consulting work with Hennepin County Medical Center in Minneapolis. It’s a regional teaching hospital up here.

Scott Nelson:       Okay.

Rashaun Sourles:     So they had been my clients for four years and I merely transitioned my J and J relationship with the stakeholders to, “Hi, I’m Rashaun now with Qualtrx. You’ve always known me but now I get to really solve your problems.” And after two months of doing some consulting work with them, it became apparent that the scalable solution would leverage technology. So at that point, Scott, I really had to take a step back and reframe like I was not at that point building a scalable tech company, I was just Rashaun Sourles, independent consultant.

And so I had to go back to the drawing board and I had to say, “What are the competencies that I need to build a tech platform team-wise?” So I recruited Michael Winikoff, who is our brand expert and our design and user interface strategist. I also recruited a tech guy. His name is Gregg Lind. And together with Gregg and Michael as my cofounders, we began to really build out the software platform known as Qualtrx.

Scott Nelson:       Okay. Okay. And I almost want to pause the story there because I think now is a good time to actually talk about what Qualtrx is, because I think the audience has a good idea of kind of it’s this social platform that’s sort of bringing buyers and sellers together in this place, industry vendors  and healthcare providers together. So let’s dig into what exactly is Qualtrx. And do you think it’s best to maybe view this one from the healthcare side and then also view it from the vendor side?

Rashaun Sourles:     Sure. So I would say that the way that we’re building the platform, we do have our sort of one-line tagline, and it’s basically, “Qualtrx is a private social network that brings healthcare providers together with their vendors in a new marketplace.” And so, inherent in that is the element of privacy and the element of it’s a social network. So what we’re doing for healthcare providers is we’re giving them a publishing platform. It’s a lot like Twitter streams that we’re enabling at HCMC such that each individual healthcare provider in the Department of Pharmacy, which is where we’re piloting our project, has a personal need feed. It’s their stream where they’re able to push out questions, concerns, needs, product-support-oriented/educational-oriented continuing education. Whatever the healthcare provider’s needs are that they believe that their vendor community can solve, we’re giving them the technology to push that information out.

Scott Nelson:       Okay.

Rashaun Sourles:     From the vendor standpoint, at our pilot account, what we’re doing for the first 45 days is we’re allowing everyone to have unlimited to the system. So if you are a drug rep calling on HCMC where we’re piloting this starting on August 10th, you will be able to first build your profile on the Qualtrx platform. You’ll be able to subscribe to the need feed of the Department of Pharmacy. So as the Director of Pharmacy pushes out a need and says, “Our department has a goal to launch an antibiotic stewardship program by January 2012,” you then have that information, and on our platform you can make a targeted and direct proposal back to that healthcare provider to tell them how your company has a solution for that need.

Scott Nelson:       Okay. Okay. Okay. Give me some other examples. I mean, I completely understand the “we’re launching this program, etc.” So from a vendor side, I can see, “Okay, I want to partner, I want to bring some value to my customer, etc.” How does that translate into sales? Because I have to think that’s the main—a vendor wants to see, how is this going to translate to my sales reps actually selling more, producing more, etc.?

Rashaun Sourles:     Yeah, well, you know what? It’s really interesting, the way that we’ve position Qualtrx is that we’re looking to transform the traditional face-to-face selling relationship to a digital platform where healthcare providers are in control of the dialogue. So when it comes to, how does this yield sales? I mean, I know that, Scott, you’re a big Seth Godin fan, and Seth Godin talks all the time about, how do you get your customer’s attention? We’re all in the attention business, which is ears and eyeballs.

Scott Nelson:       Mm-hmm.

Rashaun Sourles:     So if pharmaceutical reps and device reps, if they’re facing barriers like from the institutional protocol level in terms of their activity physically onsite and they’re not finding that by pushing out messages via email that they’re getting a lot of responses back, we’re giving the reps a platform to get the healthcare providers’ attention because there’s this implication, if the healthcare provider is pushing out a need, they want to hear the message from the vendor if it relates to that need.

Scott Nelson:       Okay.

Rashaun Sourles:     So I think that what you’ll find from vendors, and obviously we don’t have vendors on our system yet, we’re busily preparing this dossier, this catalogue of healthcare provider needs right now…

Scott Nelson:       Mm-hmm.

Rashaun Sourles:     But what I think you’ll find is that we are a complementary sales channel for vendors. If you want to have a conversation with your customers, the best place to start is where your customer wants to have the conversation. And if Qualtrx is one of those channels in addition to other channels, we think that’s a pretty significant value proposition to vendors.

Scott Nelson:       Sure. Okay. Okay. And even hearing you describe that, I’m just thinking there’s so much cat-and-mouse games that are played between the vendor and the sales rep or whatever kind of capacity that person is on the sales side, and it almost seems like Qualtrx is just basically stripping down all of these barriers and allowing for a very candid, a very transparent sort of conversation. Is that correct?

Rashaun Sourles:     It’s exactly what we’re going for. I mean, like I said earlier, if you’re a rep, stock and trade for you, like your bread and butter, is understanding your customer’s needs.

Scott Nelson:       Mm-hmm.

Rashaun Sourles:     If there’s a platform where your customers are publishing out their needs, it only makes sense that you would want to be on that platform because if you confirm those needs in the most comprehensive fashion, you can build up your relationship capital and your brand equity with the customer. So a perfect example of this is, and I worked at J and J for seven years and I absolutely have the utmost respect for J and J, but one of the opportunities that a company like J and J has in today’s marketplace is J and J is not just a pharma company, they are a device company, they are a medical products company, they are a diagnostic company, they are a direct consumer company.

So as healthcare providers publish out goals and needs that are more high-level like, “We’re creating an antibiotic stewardship program,” or “We need to improve patient satisfaction ratings when it comes to pain management,” or, “We need to reduce catheter-related bloodstream infections,” companies like J and J that have a really broad base of products, they can look at that need, they can share that need internally whether it’s with Cordis, whether it’s with DePuy, whether it’s with Ortho-McNeil where I worked, whether it’s with the consumer side, J and J could come to that healthcare provider, that hospital, with a comprehensive value proposition. Whereas another company might say, “Hey, we’ve got a scientific liaison that can come in and talk to your people for 30 minutes about hand wash.”

Scott Nelson:       Sure.

Rashaun Sourles:     J and J can come to the table and say, “We’ve got six operating divisions that have products that touch this problem. We’re willing to put together a solution for you that incorporates A, B and C.” The healthcare provider then can come back and say, “Whoa, that is actually very interesting, but we don’t so much like B. That doesn’t align with our goal this year. What if it were just A and C?”

Scott Nelson:       Okay. Okay.

Rashaun Sourles:     The company can come back and say, “Hey, we can definitely put that together. How do we meet in person to discuss this?” Now, that’s kind of where the match.com analogy comes in. Match.com can take dating to a platform, but at some point, Scott, you have to sort of exchange phone numbers and meet up for coffee, right?

Scott Nelson:       Yeah. Yeah.

Rashaun Sourles:     So we definitely see our platform as the precursor for these very rich and targeted in-person face-to-face interactions. But just think about the value from the vendor side and the healthcare provider side, to be able to vet each other, to have a rich conversation, before investing, whether it’s a plane ticket for the rep, whether it’s a hotel stay for the rep. Or if it’s a physician, trading away patient time to meet with a vendor is unacceptable, so you can be sitting on your couch and dialoguing with a vendor on the Qualtrx platform. It really serves the needs of everybody in a very lean and efficient way.

Scott Nelson:       Yeah. Yeah, hearing you, it almost screams efficiency both on the vendor side and the healthcare side. The benefits are fairly obvious. And we haven’t really touched into the whole kind of how this works in terms of matching these needs, and you kind of referenced this, “On the vendor side I can subscribe to Joe Smith, who is the Director of Pharmacy at Hennepin County Medical Center, for example, I can subscribe to his feed.” I don’t want to get too much into the weeds here but can you give me a general overview of kind of, is it as simple as that, just I subscribe to this person’s feed, or how exactly does that work?

Rashaun Sourles:     So basically I do want to correct you on one point. One of the biggest values that we offer to the healthcare provider customer is healthcare provider customers look at vendors today and they’re not very enamored by the high-pressure tactics that vendors demonstrate, and they definitely would prefer to be more anonymous if the discussion is focused on the need.

Scott Nelson:       Okay.

Rashaun Sourles:     So the way that we position it with Qualtrx is the vendors respond to the need, not to the customer as a person.

Scott Nelson:       Okay. Okay.

Rashaun Sourles:     So the vendor subscribes to a department. They do not know whether the need that they’re responding to came from the director of pharmacy, from the nurse manager or from the chief of surgery.

Scott Nelson:       Okay.

Rashaun Sourles:     But they do know that it’s coming from this department at the hospital, so it’s a matter of if, like in our pilot, there are 40 pharmacists at Hennepin County that are going to be loaded into our system, and let’s say that each pharmacist pushes out one need or goal per day to the vendor community that is subscribed to their channel, that’s 40 messages that are going out to those subscribed vendors. So the way that our business model works is for the first 45 days at HCMC we’re going to be on a completely free model. The healthcare provider is always going to get Qualtrx for free, but the vendor can have two different levels of membership. The free level of membership, we are a platform where vendors can deposit their proposals. The sort of premium-level membership is where vendors get to subscribe directly to departments and they get pushed out the needs from that department.

Scott Nelson:       Okay.

Rashaun Sourles:     So we’re a platform where all vendors can play. This is not a pay-to-play deal. If you want your message to get to the healthcare provider, no matter you’re a paying vendor or not, you can push your message to the healthcare provider. But to ensure that that healthcare provider sees it, the best thing to do is to respond to the healthcare provider’s need, and that’s the premium service that Qualtrx offers.

Scott Nelson:       Okay. Okay. So the lower-level tier is me as a vendor just basically dumping different value props. I have no idea whether this department or this hospital has this need. I’m just kind of dumping what we have or what we can bring to the table. I’m just dumping it at them and seeing if they bite, basically.

Rashaun Sourles:     Yes.

Scott Nelson:       Throwing some bait out there and seeing if they bite. The premium option is these vendors are posting needs, posting problems that they’re experiencing etc., I have the option to go ahead and try to solve those directly.

Rashaun Sourles:     Yeah, well, like the healthcare providers, what they love about our model is that our model helps them to sift through, sort of to find the signal out of the noise.

Scott Nelson:       Mm-hmm.

Rashaun Sourles:     But what the healthcare provider also, at least at HCMC, what they were very explicit about is they do want a category where even if you’re not a premium vendor, if you have a new product offering, that your proposal comes to the top of the cue, because they want to know what’s new. If there is a change to your package insert by the FDA, there is a way that you can prioritize that even if you’re not a premium subscriber. Now, how often does that happen? I mean, if you look at the drug development pipeline, there’s not always a lot of new drugs coming out, so it would still benefit the vendor to have that premium subscription.

Scott Nelson:       Right.

Rashaun Sourles:     But we want them [00:21:26] to know that there are issues like HCMC does not want to fall behind the curve of knowing what new products are available just because a vendor is not subscribed.

Scott Nelson:       Sure.

Rashaun Sourles:     That being said, the surefire way to make sure that your message is getting to a person is for you to respond to that person’s need. Pushing out messages—this is another sort of Seth-Godinism—like the age of sort of push marketing, it’s over. There’s too much control in the power of the consumer today, and no matter where you look consumers have the power to sort of control the gate between themselves and a vendor. That’s exactly what we’re giving to healthcare providers. We’re giving them a platform where they can say, “Vendors, these are the issues we need you to address. If you can address these issues, you’ve already established yourself as a cut above.”

Scott Nelson:       Sure.

Rashaun Sourles:     “We will begin to evaluate and listen to your messages if you serve our needs as we explicitly push them out to you.”

Scott Nelson:       Yeah. So this seems like such a really phenomenal tool, for both sides really. And I’m naturally biased towards the vendor side because that’s where I play, but I have to think it’s a huge plus for the healthcare because, just upfront, the initial pros I guess would be they’re saving so much time, they’re increasing their efficiency, etc., etc. But there has to be some obstacles that you face, right? I mean, when you initially brought this to the table in sort of a beta form to Hennepin County Medical Center, where there some obstacles or are you seeing some obstacles that you’re having to overcome in trying to get both the healthcare side as well as the vendor side on the table?

Rashaun Sourles:     Yeah, well, I think obviously we’ve been very focused on the healthcare provider side, because without that data on the needs and goals we have nothing.

Scott Nelson:       Sure.

Rashaun Sourles:     The initial obstacles, yeah, there were many. I mean, I say that they fall into two camps. The one camp is social media. Ooh, we don’t know if that’s exactly we want our people using. And then the second camp is sort of, who owns the data on your platform? And so I’ll address two of those right now. So the social media plate, most hospitals in the country, I mean you mentioned Ohio State has an innovative social media program.

Scott Nelson:       Mm-hmm.

Rashaun Sourles:     And I know that Mayo Clinic has an extremely progressive social media center.

Scott Nelson:       Sure.

Rashaun Sourles:     Most hospitals don’t have the luxury of even entertaining the idea of social media. So when you bring social media up to a healthcare executive, their first reaction is, “Oh, we have policies against people posting things on Facebook.” And so we have to really go to a refrain with them and say, “The social media that you’re familiar with has not been tailored for your protocol. It has not been tailored for the healthcare provider’s use.”

Scott Nelson:       Mm-hmm.

Rashaun Sourles:     “I come at this understanding your psychology but also understanding the vendor psychology. We’re presenting to you a fully private social network that allows one-on-one communication between you and your vendor community. You own the data. You own your data forever. But we’re able to turn your data into value by selling access to that data to your vendors, which then gives you a social media platform that you would never be able to afford.”

                              So once you’re making that case to them, like, “Oh, so this is the way that we can bring a social media platform into our hospital but focus it on solving real patient care needs,” you start to really open up their curiosity and really their interest level of, “Gosh, what is the power of social media?” And I think because of the cost constraints in healthcare and because of the issues of privacy, a lot of executives and department leaders, they haven’t even thought about it. Qualtrx is at least allowing them to think about it because we’re monetizing it on the back of vendors.

Scott Nelson:       Okay.

Rashaun Sourles:     That being said, the reason that we’re monetizing it on the back of vendors is that if you’re familiar with any of the data out there, there was a Wall Street Journal article on May 10th that showed that 1 in 4 doctors refuses to meet with industry reps and that 3 out of 4 pharmaceutical rep visits does not yield face time. So we look at it and we say, “We’re able to offer the hospital an amazing free social network connecting them to vendors and stakeholders that they need a connection with, but we’re able to do it in a way that’s a real value to the vendor because if your access to your customer is declining, why not come to the social platform where your customers are choosing to have a conversation with you?

Scott Nelson:       Right. Okay. Very good. That’s interesting. There was another obstacle you mentioned beyond the, “We’re afraid of social media.”

Rashaun Sourles:     It was, who owns the data?

Scott Nelson:       Who owns the data? Okay, you answered that. You answered that. That’s correct. Yeah.

Rashaun Sourles:     Yes, I mean, what we’re looking at with the hospital, with HCMC, is that their healthcare provider should not be publishing any data on the Qualtrx platform that they would not discuss with a pharmaceutical rep or a device rep in a hallway.

Scott Nelson:       Gotcha.

Rashaun Sourles:     So we don’t want to touch any type of personal health information, but what we do want is if you de-identify the patient and there’s a real need, we definitely want that, because the more specific the healthcare provider can be to the vendor, the more possible it is for that vendor to say, “That’s a question that I can answer,” or “That’s a question that my medical science liaison should answer,” or “That’s a question I should pass on to my medical director.” Whomever the person is in that company that has the authority and the expertise to answer that question, the more specific healthcare providers can be without identifying any patient characteristics, the better it is for the vendor because that’s a real problem to solve.

Scott Nelson:       Sure. Yeah.

Rashaun Sourles:     It’s a real need.

Scott Nelson:       Yeah. No, absolutely. Huh. I think that gives myself as well as the audience a real good understanding of not only what the value, the solution that you bring to the table, both for vendors and for healthcare providers, but also kind of the challenges that you face in initially launching this, but let’s circle back around to kind of the story that you painted earlier on in that you left J and J, you recruited a team of people to kind of get this going. So now you’re here. Basically, are you technically in a beta launch with Hennepin County Medical Center right now?

Rashaun Sourles:     Yeah, we’re in our beta launch. We just met with them last Wednesday and we met with 10 of the pharmacists. We’re calling them our Qualtrx champions.

Scott Nelson:       Okay.

Rashaun Sourles:     They’re going to be the first adopters, and ideally over the next three-week period we have two meetings set up that the director of pharmacy has arranged between us and all of their 80 pharmaceutical vendors. We want to be able to answer all of their questions. We want to be able to walk them through how the platform works and really articulate to them what the value is of reconnecting them with their healthcare providers for a high-level dialogue. The software, I plan to go live on August 10th.

Scott Nelson:       Okay.

Rashaun Sourles:     There are a couple of other things that we have going on. We’re a finalist, a semi-finalist I should say, in the Minnesota Cup Business Plan Competition, so I’ve made it into that competition again. And also, we were accepted into Minnesota’s first tech accelerator, Project Skyway.

Scott Nelson:       Okay.

Rashaun Sourles:     And Project Skyway starts on August 1st. It’s a three-month technology accelerator program. So they take a percentage of our company. They pay us an amount in cash. They give us office space, mentorship and two full-time developers.

Scott Nelson:       Okay.

Rashaun Sourles:     So we’re going to be in a really good position as of August 10th to be in a very agile mode in terms of what the healthcare providers want, what the vendors want. I think we will be in a very iterative mode of providing the features that both of our customers want.

Scott Nelson:       Okay. Is it Project Skyway? Was that the name of that accelerator?

Rashaun Sourles:     It’s called Project Skyway, yeah.

Scott Nelson:       Is that similar to like a TechStars kind of…?

Rashaun Sourles:     It’s very similar to that model.

Scott Nelson:       Okay.

Rashaun Sourles:     And you’re seeing these accelerators pop up all across the country because developing your entrepreneurial ecosystem really means looking at companies like Qualtrx. We’re a pre-revenue company but we do have a customer and we are solving a very real problem, and we’re doing it in an innovative way. We’re very blessed that there’s an ecosystem developing around early-stage companies like Qualtrx.

Scott Nelson:       Okay. You go live on August 10th. Let’s presume everything for the most part goes really good throughout this beta launch with Hennepin County Medical Center and the 80-odd vendors that they have initially I think chosen or brought to the table anyway.

Rashaun Sourles:     Sure.

Scott Nelson:       What are the next steps for Qualtrx? What do you guys do from here on out?

Rashaun Sourles:     So I say that we’re doing it, HCMC is first, making sure that people understand how to use the platform. We’re going to be doing a series of surveys and sort of feedback loops, where we’re able to get from healthcare providers and the vendors an assessment of where the real value is. Ideally, mid-term of the pilot launch we’re able to initiate our revenue stream, but we definitely want to make sure that it’s deeply consultative with vendors, because we want to make sure that Qualtrx is providing the value that they believe in and that they’re paying for value that is sort of defensible.

Scott Nelson:       Okay. Gotcha.

Rashaun Sourles:     Beyond that, our go-to-market strategy is, number one, as soon as we’re [00:31:00] into the hospital at HCMC and we’re demonstrating the usage and the value, we’re planning on raising our, either you could call it our C-stage round or maybe it’s like an early series A round in terms of moving forward.

Scott Nelson:       Okay.

Rashaun Sourles:     I mean, that’s a lot of what Project Skyway is for, is to de-stigmatize early-stage companies by putting them through sort of a bootcamp process, showing investors, “These are the companies that you want to invest in right now at like the 500,000- to a-million-dollar range.” So that’s really what we’re looking at raising in the September through November timeframe. Beyond that, we really want our distribution strategy or our sort of go-to-market strategy to be Qualtrx aligns ourselves with operations consultants that are out there already that have relationships with healthcare executives.

Scott Nelson:       Okay.

Rashaun Sourles:     And so Qualtrx is a technology company. We want to focus on being an information marketplace, a solutions marketplace. We do not necessarily want to have this deep consultative relationship with the healthcare providers. So everything that I’ve done at HCMC has been to leverage my personal relationships with the stakeholders there. In the future, we want this to be scalable. We want this to be [00:32:12]. We want this to be plug-and-play. But there is a level of consultation, or I’m going to put it, there is a level of consulting that is necessary to sort of help healthcare providers understand this, and vendors. So we’re looking at building alliances with some operations consulting firms out there, and ideally they’re able to position Qualtrx as a solution to the vendor relationship management problem that every hospital faces.

Scott Nelson:       Okay.

Rashaun Sourles:     How do we efficiently manage our vendors versus allowing our vendors to manage us?

Scott Nelson:       Sure.

Rashaun Sourles:     And if we provide a platform, it’s free for the hospital. And we’re providing a platform that these consultants can take in and offer as a value add. We will have what I think is an amazing go-to-market strategy.

Scott Nelson:       Okay. And can you give me an example of what that really looks like in terms of that scalability through these consultants that work with these healthcare providers? I’m not quite following how that scales. Is it something where they almost act as a quasi-sales team for initial implementation of Qualtrx in with these healthcare providers?

Rashaun Sourles:     Yeah. That’s exactly it, Scott.

Scott Nelson:       Okay.

Rashaun Sourles:     I mean, I look at the consultants, I look at myself at HCMC, and I realize that my ability to sell this has everything to do with the relationships and the credibility that I’ve built up over five years.

Scott Nelson:       Okay. Sure.

Rashaun Sourles:     I won’t be able to do that at every hospital. And what we’re looking at is, who has the relationships and who is looking for solutions to present to healthcare executives such that we can get adoption at further hospitals. So I would definitely look at it as Qualtrx does not aim to be a sales organization. We want to be a lean technology company that we do want to provide the customer service on a platform and sort of technical customer service, but we’re really trying to position ourselves as a lean technology company that distributes itself through the consulting sales channel.

Scott Nelson:       Okay. Okay. Sure. So do you initially lead at the healthcare provider level and then just almost hope that the vendors kind of follow in line then or do you have a different approach to scaling on the vendor side?

Rashaun Sourles:     Well, I would say that we’re fortunate at HCMC that they are establishing a benchmark, and that benchmark is they’re actually changing their vendor policy. And so, in the Department of Pharmacy, they’ve already put out a notice to their vendors saying, “Look, we value our relationship with you but we have to find a more scalable and lean way to interact, and bringing that relationship to a digital platform could be the answer. Let’s initiate this pilot together.”

Scott Nelson:       Sure.

Rashaun Sourles:     The second step, which is coming in about three weeks, is the director of pharmacy at Hennepin County is going to be amending their vendor policy to say that, basically, and I can’t take the words out of his mouth because he’s going to write the policy, but my understanding is he wants to express to vendors that it is strongly encouraged that they interact with healthcare providers on the Qualtrx platform instead of snail mail, email, showing up unannounced, text message. Whatever other modalities there are, the healthcare provider can control the message and the pacing of the interaction on the Qualtrx platform. They’re going to dictate that to vendors and they’re going to actually have vendors decide that vendor policy change.

Scott Nelson:       Okay. Okay.

Rashaun Sourles:     So part of Qualtrx that we haven’t talked about that the healthcare provider is really stoked about is healthcare providers will get to rate reps’ proposals and rep interactions. And so if the healthcare provider gets a proposal, so Scott, let’s say that you’re a doctor and you say, “I’m looking for more information on the recent FDA change of the birth control patch.” I’m a birth control rep and I can say, “Hey, Dr. Nelson, I’ve got a scientific liaison that I can have to present to you within two weeks and we can walk you through the detail changes in the package insert.” That’s sort of how the interaction could go.

Scott Nelson:       Okay.

Rashaun Sourles:     And we’re basically looking at, how does that happen on the Qualtrx platform and how do we expedite that healthcare provider getting that solution?

Scott Nelson:       Gotcha. Okay. That’s interesting. Did you initially have that? Did you initially build that in or was that something that you learned through this launch?

Rashaun Sourles:     You know, that rating system was something that I had early on, the idea that a healthcare provider would be able to vote up or vote down a proposal. I think that, more than anything, it’s sort of my experience in cyberspace and social networking is that if you have some sort of score, like if you’re familiar with Twitter, there’s a company out there called Clout that assigns scores to people on Twitter so that you can understand their value as sort of marketing themselves as themselves…

Scott Nelson:       Sure.

Rashaun Sourles:     If a healthcare provider is looking at a proposal from a vendor and they’re able to see that previous healthcare providers have voted up that rep more often than not, so let’s say it’s a 0 to 4 rating and you as a rep have an average of a 3.3 rep score—we call it a Q-factor…

Scott Nelson:       Okay.

Rashaun Sourles:     Let’s say that you as a rep made a proposal to a doctor but there’s another rep that has an average score of a 3.8, that doctor can look at both your proposals, but immediately they can see, “Well, my colleagues have generally voted up this person more than this person. If I’m going to trade up any time interacting, I want to start with this interaction. I want to start with the highest-value interaction.”

Scott Nelson:       Sure.

Rashaun Sourles:     The healthcare providers are totally stoked about that because one of the things that they hate today, I mean the Director of Pharmacy, Bruce Thompson, will tell you this, he wakes up in the morning, he opens his email box and he has 20 emails from vendors every day. He has no idea what the vendors’ interests are. They don’t know whether their interests align with his. He either has to delete those emails or respond to those emails. He has to figure out something to do to eliminate that from his email box.

Scott Nelson:       Mm-hmm.

Rashaun Sourles:     He doesn’t even know how to choose which vendor to respond to, which leads him not to want to respond to any vendor. So if there is a way that vendors had a score attached to them but the score was based on the value that they’ve demonstrated to healthcare providers in the past, that becomes a very powerful filter for healthcare providers.

Scott Nelson:       Okay. You mentioned finding the signal in the noise. I guess that’s a perfect example of that, right?

Rashaun Sourles:     Yeah. I mean, you could say that a lot of what Qualtrx is about is identifying that signal out of all the noise. I mean, if the barriers are there from an institutional or protocol standpoint and you’ve got tons of vendors vying for your limited time but you know that vendors have value to deliver, the question is how to bring that to a scalable and lean platform where you can filter out that signal from the noise.

Scott Nelson:       Cool. Yeah. Very good. I know we’re kind of running short on time here, so are there any other things that you can think of that are very unique that we haven’t really talked about about Qualtrx?

Rashaun Sourles:     You know, I think that what’s really interesting about Qualtrx is where we can go…

Scott Nelson:       Mm-hmm.

Rashaun Sourles:     …once we get users onto the system. I think that in the future what we really want to enable the value to the vendor side is that it was never about the person, it’s always been about the message. The person as the rep has always been conceived to be the way that the message has to get delivered.

Scott Nelson:       Mm-hmm.

Rashaun Sourles:     But if the rep can deliver the message over a digital platform, think about how much value that can offer customers and how much leaner sales forces can be.

Scott Nelson:       Right.

Rashaun Sourles:     Like you could be in Indianapolis and you could wake up, you could be in your boxer shorts, and you go to your computer and you’ve got the need feed from all of the departments of the hospitals that you’re calling on. You’d be able to respond to those people. Let’s say you respond to a nurse and the nurse says, “I’d like to meet with you today at 2 p.m.” We would like to have the ability in Qualtrx where you can establish a video chat and you can have that interaction right there on the platform.

Another future iteration of Qualtrx is obviously, I come from the hospital setting but I also used to sell in the clinic setting, and we’re in the process right now of devising a strategy where we can take this to clinics, and we think there’s a huge need on the clinic side. Ultimately, we really hope that this is the platform standard in healthcare. If there’s going to be a digital platform standard, we want it to be Qualtrx for healthcare providers to interact with vendors in an environment that they control.

Scott Nelson:       Sure. Yeah. Which is a huge, huge, market. And what a phenomenal idea, definitely. One thing I wanted to ask you in talking about what the potential in the other iterations of Qualtrx is on the device side. Have explored that at all?

Rashaun Sourles:     Yeah. You know, what I do have to focus on is my strength being an ex-pharma rep.

Scott Nelson:       Mm-hmm.

Rashaun Sourles:     I know that relationship. I’m really in the process right now of working with some device reps. You could be somebody that I talk to in the future about how Qualtrx could be applied in that arena.

Scott Nelson:       Mm-hmm.

Rashaun Sourles:     I really want to be careful and focus on the relationships that I know inside and out, which is the information sharing and best practice sharing that goes from the pharmaceutical industry to healthcare providers. I mean, healthcare providers are like, “Of course this’ll work if it worked with our device reps.” We need them to tell us right now because no one on our team has that experience in devices.

Scott Nelson:       Sure.

Rashaun Sourles:     But I would like to add one thing, Scott, because I was looking through your website the other day and I love it, you did the math on how much Medtronic has spent on iPads.

Scott Nelson:       Right.

Rashaun Sourles:     And I thought it was really funny because the drug companies today, whether they’re drug or device companies, they’re all investing in mobile, but they’re investing in, “Okay, we’re going to buy our sales force iPads because healthcare providers would rather have a message pushed at them on an iPad versus [00:42:35] otherwise.

Scott Nelson:       [Laughs]

Rashaun Sourles:     And that is completely the wrong pathway.

Scott Nelson:       Right.

Rashaun Sourles:     I do believe that this move to mobile is good for the pharmaceutical and device industry to pay attention to, but what they really need to pay attention to is every company develops its own mobile platform. They’re not reducing the signal to noise ratio for healthcare providers…

Scott Nelson:       Right.

Rashaun Sourles:     …like the user interface on different platforms and healthcare providers not knowing how to find access to the platform or having 80 different apps that represent 80 different companies’ platforms. I mean, what we’re offering is we’re saying, “We’re creating this digital platform standard. We’re going to be on the iPad, we’re going to be on the iPhone, but version one we’re starting as a web platform.”

Scott Nelson:       Mm-hmm.

Rashaun Sourles:     We want to be that digital platform standard so that if a healthcare provider either remotely thinks about a need that they want to push out to their vendor community, instead of sending a one-off email to a vendor, they push it out to all of their subscribers, they can tap the wisdom of that crowd, but they can do it in an environment in a sort of curated digital space that is designed specifically for them.

Scott Nelson:       Right.

Rashaun Sourles:     No advertising, no BS. All about the need and connecting that need with a solution that the vendors provide.

Scott Nelson:       Sure. And I’m sure at some point, you mentioned iPad apps, iPhone apps, etc., I have to think that you could open up your APIs to like Salesforce.com, for example, and almost have a Qualtrx integration within sales force, correct?

Rashaun Sourles:     We absolutely have as one of our core values openness of our platform because the healthcare provider wants the solution. They don’t care where the solution comes from. They want a clean designed platform where it’s the message and it’s the information that’s the centerpiece.

Scott Nelson:       Sure.

Rashaun Sourles:     If we can keep the need as the centerpiece, the need that’s going to advance patient care, the need that’s going to reduce the cost of care, that’s all the healthcare providers care about. If that involves having an open API platform, more power. That’s where we’re going. But what we know at Qualtrx for sure is that healthcare providers control the dialogue.

Scott Nelson:       Sure.

Rashaun Sourles:     We’re never going to go back to the world where you can just push messages at healthcare providers. So if we tapped into that sentiment—it’s kind of a zeitgeist, like healthcare providers are in control of the dialogue, they’ve cut off other access channels—if we developed the access channels that they like, vendors have to come there.

Scott Nelson:       Absolutely.

Rashaun Sourles:     And if they’re going to change their protocol to say that vendors have to come there, even better for us, right?

Scott Nelson:       Yeah. And that brings up one other thing I wanted to ask you about.

Rashaun Sourles:     Sure.

Scott Nelson:       The story in leading with the healthcare and getting the healthcare providers on board and then really, in a sense, not necessarily forcing the vendors because there’s a lot of value that vendors have in utilizing the system, but almost leading with the healthcare providers first and then almost expecting the vendors to follow suit, it reminds me of Reptrax. Have you had any conversation with those people, the Reptrax people?

Rashaun Sourles:     I actually have.

Scott Nelson:       Yeah.

Rashaun Sourles:     Yeah, I actually have. The founder of Reptrax, who has now moved on, I know him personally.

Scott Nelson:       Oh, okay. Okay. I’m trying to get him on the program to learn a little bit more about how that got started, but I could very…

Rashaun Sourles:     He’s an amazing guy. I casually know him through a friend of a friend in the Chicago area, because he was down there when I was getting my master’s down there.

Scott Nelson:       Okay.

Rashaun Sourles:     It’s exactly—I mean, what they did was they solved the real problem but they went to the healthcare providers and they created this enormous marketplace from that.

Scott Nelson:       Yeah.

Rashaun Sourles:     I really learned from that. I was a rep when the whole vendor credentialing market exploded and I saw that. That was a very formative experience for me to see, “Oh my goodness, like if I go to my customers and solve this problem for them and they then dictate to vendors that vendors have to operate in this new way, that’s the way I should be delivering value to the customers,” because as a rep, all I did was see problems in the hospital.

Scott Nelson:       Right.

Rashaun Sourles:     So I’m tackling right now, it’s a huge problem, it’s a huge potential, but I feel very mission-driven because at the end of the day it’s all about the message and it’s all about the need.

Scott Nelson:       Yeah.

Rashaun Sourles:     If we can focus it on that need—and the need is a patient care need, it’s a provider need, it’s an educational need—if we can just focus that, I don’t think the vendors are not going to want to play if we’re providing them the most accurate and local up-to-date business intelligence on their customers’ needs.

Scott Nelson:       Sure. Yeah. This is probably not a safe description, but Qualtrx is almost like Reptrax on steroids, because Reptrax is almost completely biased towards the healthcare provider where Qualtrx brings a lot of efficiencies, a lot of efficiencies, a lot of value to the vendor side as well, not to mention the healthcare provider side. Huh. I completely understand though, from a rep standpoint, in your experience at J and J, how you saw that whole vendor credentialing thing blow up and you’re thinking, “Wow, this need is much better. Both sides are better served by it.” And if the vendor credentialing thing can blow up, certainly this idea can become mainstream as well.

Rashaun Sourles:     Yeah. I think what vendor credentialing taught me is that there are many opportunities to leverage technology to improve efficiencies in the healthcare space.

Scott Nelson:       Mm-hmm.

Rashaun Sourles:     I don’t believe that the vendor credentialing market as a whole, which is not specific to Reptrax but all of those companies, I don’t believe that they had the vision to take it where they could have taken it, but I definitely believe that if there’s an opportunity and you have a solution and it’s a scalable [00:48:26] solution-wise, you’re an entrepreneur, you have to take the path of least resistance. But fast forward to today, fast forward to Qualtrx, right, it’s 2011, I have now seen the Reptrax model but I’ve also seen the explosion of Twitter.

Scott Nelson:       Sure.

Rashaun Sourles:     I’ve seen how Twitter has empowered every individual to be a publishing platform in and of themselves. Like I can create content, I can push it out there, and if there’s an audience that’s following me, they see my content directly whether it’s in a text message or on a web platform. What we’re doing is we’re applying that same Twitter model where we’re just saying we’re going to charge vendors for access to the healthcare provider streams of information. I mean, when I look at Twitter, sometimes I feel for them. You created this platform where vendors or let’s say companies can communicate with people, with individual consumers, and there’s no transaction. Like there’s no other medium out there where you get to communicate as a company with a consumer without paying. So we’re just taking that technology, taking that philosophy and saying if we can charge the vendors for access to the information that they need to be effective, and by doing that we give the healthcare providers solutions that they need to improve care, it’s just kind of a win-win, Scott.

Scott Nelson:       Sure. Yeah, absolutely. Absolutely. Very good. Well, let’s kind of come full circle here, because I know we’re running out on time here, and I always like to kind of end these interviews with more some personal advice from you. In your experiences as a rep with J and J and now kind of leading the charge at Qualtrx, what are a few pieces of advice that you’d like to give people that are in your shoes now or in a similar spot that you were maybe five, six, seven years ago? Are there a few things that you’d like to tell the audience?

Rashaun Sourles:     Yeah. I mean, something that I’m really passionate and living right now is that I believe that we live in an age where the sense that we have that matters the most is our listening capability. I believe that in the past pushing messages out has always been kind of the dominant way of communicating, and I believe that today what we’re finding is that by listening and by developing a sense of context for a situation, we’re much more effective. So I would say if you’re a drug rep or you’re a device rep, and kind of like what we talked about, Scott, in the pre-interview notes, if you have an idea of a problem to solve and you’re facing that problem in your real life, oh my God, that can be a gold mine for you.

Scott Nelson:       Right.

Rashaun Sourles:     By listening to the environment, by listening in the course of living your life, if you’re incorporating these problems in the environment that you see and you’re living those problems, solve that problem. I think the most convincing case that I’ve made in terms of getting into Project Skyway and the Minnesota Cup, obviously, getting a team to sort of congregate around me…

Scott Nelson:       Mm-hmm.

Rashaun Sourles:     … is that you really have to solve a problem that you personally faced. I mean, the ability that you have to be mission-driven when you’re solving a real problem, a big problem that you face is unparalleled. So I would say that listening is key because there’s so much noise out there, but if you can tune your frequency into a certain channel and listen and hone in on a problem, we’re living in one of the greatest ages of entrepreneurism and opportunity that I think we’ve ever seen.

Scott Nelson:       Mm-hmm.

Rashaun Sourles:     I’ve built a company in nine months with my own personal money, with the money and talent and labor of a team, and this could potentially be a billion-dollar company.

Scott Nelson:       Right.

Rashaun Sourles:     Why? Because we listen to the environment, we’re solving a real problem, a problem that I faced. I think that listening is key, Scott.

Scott Nelson:       Yeah. Huh. That’s great advice. That’s almost advice that’s so underrated I wouldn’t have expected you to say it, but now in hearing you, like I’m completely buying in. [Laughs]

Rashaun Sourles:     Well, you know, Scott, it’s like what I faced with Qualtrx is, so as we got into, “Okay, we’re going to be this tech platform. We’re going to build it. We’re going to be a software health IT company,” what I found in the tech community is there are a lot of guys out there that are solving problems but they’re not big problems and they’re not problems that they have personally faced.

Scott Nelson:       Right.

Rashaun Sourles:     And so when I [00:53:04] meet another entrepreneur, one of the first questions I ask is, “How is what you’re building solving a problem that you had?”

Scott Nelson:       Sure.

Rashaun Sourles:     And if people say, “Oh, well, it’s clear that customers have this problem,” it’s like, “But how did you viscerally understand that problem?”

Scott Nelson:       Right.

Rashaun Sourles:     Because the problem that I’m solving is, all I wanted to do when I was a rep was be an amazing rep and deliver the greatest impact possible.

Scott Nelson:       Sure.

Rashaun Sourles:     So I was calling on hospitals, they were all nonprofits and most of them were struggling and yet I worked for an 80-billion-dollar-a-year company and we had tons of value, but I couldn’t even bring that value to the table because I couldn’t get through the door.

Scott Nelson:       Right.

Rashaun Sourles:     So I’m looking at all the rest out there and I [00:53:43] with some reps, and there have been some reps that are like, “Oh my God, you’re trying to replace us.”

Scott Nelson:       [Laughs]

Rashaun Sourles:     We’re not trying to replace you. I understand the rep psychology better than anybody, and all I’m trying to do is put the best reps, the reps that want to listen to their customers’ needs and actually be the quarterback and bring the maximum value from their company to the customer, those reps are going to shine and those reps are going to have value in the customers’ eyes that it’s just going to be amazing with the Qualtrx platform [00:54:13] enabled.

Scott Nelson:       Right, right. No doubt. And I have to think that if someone really sits down to understand what kind of value, what this can give—if someone’s questioning this on the vendor side and they actually take the time to understand this, I have to think their eyes are just going to light up, because…

Rashaun Sourles:     Well, I think I have to thank you for this interview because I think that my getting out there, I mean, now that we’re moving out of stealth mode and we’re going to be actually launching on August 10th, I just want to get the message out there. I want to get the message out that I understand the healthcare provider pysche but from a very deep visceral spot, like I’m designing Qualtrx to help vendors be more effective at what they do.

Scott Nelson:       Sure. Yeah, absolutely. Well, cool, Rashaun. Thanks a ton for coming on. If people want to go and learn more about you or learn more about Qualtrx, where do you want to direct them to?

Rashaun Sourles:     They can surely go to www.qualtrx.com. That’s Q-U-A-L-T-R-X. They can also go to www.projectskyway.com.

Scott Nelson:       Okay.

Rashaun Sourles:     We’re going to be one of the founding eight companies of Project Skyway as of three weeks, and we think that Project Skyway has the potential to help us transform our company and we look at Project Skyway’s website as informative in terms of what we’re doing as the Qualtrx website.

Scott Nelson:       Okay. Very cool. Alright, qualtrx.com. That’s Q-U-A-L-T-R-X dot com, and then Project Skyway is just as it sounds, projectskyway.com.

Rashaun Sourles:     Yeah, www.projectskyway.com.

Scott Nelson:       Alright, very cool. Well, thanks again, Rashaun. I really enjoyed the interview. I learned a ton of great information about what Qualtrx can bring to the table and where this idea came from. Really good stuff. So thanks for coming on.

Rashaun Sourles:     Scott, I really appreciate your willingness to get me on. I have enjoyed doing this.

Scott Nelson:       Absolutely. Thanks everyone for listening. Take care.

 

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