Attending today to our Southwest IDEAS Investor Conference. I'm Phillip Kupper, Managing Director at Three Part Advisors. Our next presentation is from DocGo, which is traded on the Nasdaq Exchange under the ticker symbol DCGO. Presenting for the company today is Lee Bienstock, Chief Executive Officer. Lee.
Thank you so much. It's great to be here. Thank you so much for hosting. So, as was mentioned, I'm Lee Bienstock. I'm the CEO of DocGo. The way to think of DocGo, we're one of the largest mobile health care companies in the country and the U.K. To give you the summary headline, we provide medical transportation services. We basically built something like Uber for medical transportation. Over the last 12 months, we've transported 1.1 million patients. And we also have a very, very large mobile health care company, which we'll talk about. And over the last 12 months, we provided services to 820,000 patients there as well. We operate in 30 states and the U.K. We have 5,000 mobile health clinicians that work at the company, our heroes that work at the company. And we're on a tremendous, tremendous trajectory. So we'll talk through.
But really, our mission is to bring high-quality, highly accessible health care for all and bringing care to patients where they are, when they need it, where they need it. So, as mentioned, we're like a leading provider of technology-enabled mobile health care. We operate in 29 states, actually now 30 states and across the U.K. We have about 1,000 mobile vehicles that we deploy every single day out in the field. This could be something like an advanced life support, NICU ambulance to a nurse in an SUV in a fly car and everything in between. And we've built a proprietary technology platform that allows us to optimize all those mobile units and all those clinicians in the field so that we have the right clinician with the right licensure, with the right equipment, with the right diagnostics, all for the right patient need.
That whole symphony happening in the field every day is the magic of our technology platform. In Q3, we just had our earnings call recently. In Q3 of this year, we did $138 million of revenue, $4.5 million of net income, and $17.9 million in Adjusted EBITDA. We're profitable. We issued our guidance just on our last call for next year of $410-450 million of revenue and Adjusted EBITDA of about 8%-10%. We'll talk more about what that's comprised of. Essentially, our business is built upon our customers. Our customers are hospital systems. We have contracts with hundreds of hospital systems, as I mentioned, to provide the medical transportation and as well as other transitions of care type services. You can imagine a hospital system, once they discharge you, they do not want you to be readmitted within those 30 days post-discharge.
They get penalized for that. They don't get reimbursed for that. So we help them transition patients to home and make sure that within those 30 days they do not get readmitted to the hospital. We have large contracts with municipalities to provide care to underserved populations, to bring care to patients that don't have great access within these municipalities. We have contracts with the City of New York, the State of New Mexico, State of Tennessee, State of Arizona, and lots of municipalities to bring care to underserved populations. We have contracts. One of our fastest growing parts of the business is our work with the health insurance companies. The health insurance companies are heavily incentivized for you not to be admitted to the hospital. They're heavily incentivized for you to be healthier and healthier.
The healthier you are, the cheaper you are on the system, the more profits they make, and so we help our health insurance partners care for patients, bring proactive care to their members so that we can catch precipitating conditions and chronic conditions before patients end up in the hospital by bringing care into the patient's home, so we shared on our last earnings call, we have health plan partners that work with us that have provided us with lists of over 500,000 patients that need care that are not getting the care they need, and we engage those patients and bring a whole suite of services into the home to try to do preventative screenings and other care gap closure work.
And then we have a very large event business where we provide medical care on site at very large events where the on site medical provider at Citi Field, Barclays Center, Shepperton Studios in the U.K., and lots of other venues across the country so that if patrons of events get sick or there's medical care that's needed on site, we have a rapid deployment process where we're able to bring care to those patients at those events. So that's our business. We really orient around our customers. Our customers really love the service because we help care for patients and keep them healthier, keep them out of the hospital where they're very expensive. And obviously, nobody wants to end up in the hospital.
We help care for patients by bringing proactive care to them so we can catch it and keep them healthy and keep them out of the hospital. These are the partners that we work with. We have a very unique clinical delivery of our services. We have probably one of the widest scopes of practice that we do in the home. We do over 30 different care gap closures in the home: bone density scan, diabetic retinal exam, annual wellness visits, vaccinations, depression screenings, other behavioral health type work. We do pediatric well visits. So we have a very broad scope of practice. And essentially what we do is we're sending a licensed practical nurse into the home. So they're the one driving from place to place, getting the patient encounter set up. And an advanced practice provider, one of our advanced practice providers, is administering the visit via telehealth.
So you have the best of both worlds. You have the advanced practice provider who's operating at the top end of their license, and they're there for the clinical encounter. And then you have the hands-on care that's there via the nurse in the home. And she or he or she is operating at the top end of their license. And so you have the hands-on care, and then you also have the high scope of practice administering and coordinating the visit with the patient. And we've built the entire tech platform to be able to do this synchronously. So we need the advanced practice provider overseeing the visit in the moment, directing the hands-on clinician in the home of what to do and what diagnostics to take. And we built a whole tech platform to be able to enable that. It's a very unique model.
The patients absolutely love it, and I like to say some of these health care companies that are providing sort of virtual care. You cannot take a swab via Zoom call. You cannot take someone's blood over the phone. You cannot vaccinate someone on Microsoft Teams. You have to be there hands-on, so we enable that through our entire fleet of mobile vehicles and our technology platform, but we also have the efficiency of the advanced practice provider essentially directing the visit and going from visit to visit remotely. Spectacular platform that we've been able to build, and again, the patients love it, tech forward, but also kind of that old school experience of hands-on care, in-person care. Special. The whole way we're able to do that, this whole idea, I call it a 100-year idea.
I'm too young for it, but I'm told the doctor used to come to your house. When you're sick, the only place you want to be is home. The last place you want to be is in a crowded waiting room with other sick people. Then you have to muster the energy to get to the doctor's office. And so what happened was it was supremely inefficient to have a doctor driving from home to home. They realized, hey, I could just hang out in my office and let the patients stream through the front door. And so we use technology essentially to put that experience back the way it was. You're home. Perhaps you have accessibility issues. You have caregiver issues. You have mobility issues. We bring care to you.
The way we do it profitably and efficiently is we built our own proprietary technology system that allows us to optimize that symphony in the field so that all those mobile units, all those assets we have in the field are optimally utilized and all of their schedules for the day are maximally utilized so that they're seeing the most number of patients they can with the highest quality they can in the field.
Our system clusters those patients together so that, again, it's the right clinician with the right vehicle, with the right licensure, with the right diagnostic equipment, all for the right patient need, all optimized, stacked on top of each other throughout the day so that we can utilize that incredibly important resource, the health care clinician in the field to see the most number of patients they can at the highest level of quality they can. It's also integrated directly with Epic, which is obviously the hospital EMR system of choice. Directly from within the patient's chart, the discharge nurse or the clinician can order our entire suite of services directly from within the patient's chart. They address all of the health information, ports over, and they could schedule a discharge. We'll come pick the patient up in one of our ambulances.
They could even schedule post-discharge follow-up that will go to the patient's home and make sure that the patient doesn't end up back in the emergency room, end up back being readmitted to the hospital. All directly embedded within Epic, which again is another competitive advantage and something that is proprietary. Essentially, it's the type of consumer experience that everybody in this room has come to experience from basically these mobile offerings. You click a button and you can see exactly when the ambulance is going to arrive. The patient's loved one can click a link and see exactly when mom is going to arrive home.
When we come to see you in the home to do a bone density scan or a colon cancer screen or an annual wellness visit, you could see exactly on your phone when we're going to arrive, who the clinician is, what we're going to be there to do, and you could see exactly, again, just like all the other tech platforms, exactly when we're going to be arriving at your home, and we have total transparency. The health system knows, the patient knows, the loved ones know, and obviously, it allows us to be super efficient in optimizing all those assets in the field, a very proprietary tech platform that we spent essentially a decade building. The other thing is we like to say the clinicians are the heroes in our story.
They're the superheroes going out every day into the field, into the real world, going and providing care for the patients. They are the ones that are delivering the care. They're the face of the company. And they're smiling. They're super happy to be working at our company. We have the highest ratings on Glassdoor and Indeed. We invest heavily into the training of our clinicians. We're an incredible career catalyst for our clinicians. And essentially, they deliver high-quality, friendly care to our patients. The patients love it. They give them good feedback back to the clinicians. And around and around we go in this happy, virtuous cycle. So our clinicians are incredibly happy operating at the top end of their license, active in the field, making a difference in people's lives. And not a day goes by where we don't essentially save a life.
Literally, every day we find somebody who's at risk for vision impairment or blindness. We find somebody who's at extreme risk because their meds are not titrated correctly or their vitals are off. And again, our clinicians are uncovering this for patients that have not received care for a long time. We care for the underserved. We care for the patients that have accessibility issues. We care for the patients that have mobility issues. So we're making a profound impact in our patients' lives. And our clinicians are incredibly rewarded by that. So I mentioned I talked about the medical transportation and mobile health. So if we do a deep dive into the mobile health space, CMS, McKinsey, depending on who you ask, everybody agrees a huge portion of health care spend is going to find its way, make its way into the home. Essentially, by 2030, they're estimating.
McKinsey is saying that the addressable market for the mobile health in-home care space is going to be $265 billion. CMS is saying 25% of health care spend is going to find its way into the home. More and more health care is going to be delivered in the location where patients want, which is in their homes, and so again, we're capitalizing and we're making that a reality with all the incredible infrastructure that we've built. Mobile health represented approximately 65% of our revenues in Q3. We typically charge a fixed rate per day, per vehicle, per clinician. So we're not sitting around waiting for our phone to ring. We're not hoping that the clinicians are busy. We work with the health systems that we work with.
We work with the insurance companies to make sure that the demand is there, the number of units matches that demand, and those clinicians are used and highly utilized . Medical transportation is about a $7 billion-$13 billion market. We've been growing this business very, very rapidly. It accounted for about 35% of our revenues in the latest quarter. We provide primarily non-emergency medical transportation. So this is essentially a patient getting discharged from the hospital to, let's say, a skilled nursing facility, a patient going from one facility to the next for the treatment that they need, and we're coordinating all of that. As I mentioned, we transported 1.1 million patients over the past 12 months, and we work with hundreds of hospitals, which I will show in a minute.
But there's a large opportunity for us to provide the medical transportation for hospital systems, but also for us to provide them with lots of other services that we provide. As I said, as we're discharging patients, we can go into the home and do a lot of follow-up care as well. We have a roster of spectacular customers. Incredibly happy. These are just some of the names that we work with across the government, public sector, across health care systems and payers. People ask me, "Lee, why were you so excited to join the company?" And I say, "We have the four magic ingredients." Number one, as I just mentioned, we're going after an enormous market opportunity. All this health care spend that's going to be in the home, and patients want to be cared for in their homes.
It's a multi-billion-dollar market opportunity that I think we can have a profound impact on patients' lives. Incredibly rewarding. That's number one. Number two, we have an incredible team, which I'll flash up on the screen. But if you ever get a chance to meet the folks at our company, you'll be quite impressed. And number three, we have a roster of incredibly happy customers that have been scaling with us, that value our services, that see the value of the care that we're bringing to their patients, and utilize us in a myriad of different ways to improve health outcomes. And so we have, and then the other piece is, of course, the patients love the experience. We have an 85 Net Promoter Score. Because again, if you think about it, we all have that experience.
If you're home and you're sick, either let's say you need an IV, you can go to the emergency room and get an IV, or you can be in your house, in your den, watching the Food Network, getting that IV. Again, you can't even just compare the experience. Again, that's personal experience. So again, we have wonderful, wonderful customers. We operate today where we can facilitate clinical service in 38 states. We operate today in 30 states in the U.S. We also operate in the U.K. We have 600 health care providers in the U.K. providing services in London, in Manchester, in Newcastle, and everywhere in between, and again, we're providing all these services. In some markets, we provide both medical transportation and mobile health. In some markets, we provide just mobile health.
The way we think about expansion is we let our customers and the need dictate which states we expand to. So as an example, we just recently expanded here to Dallas-Fort Worth, and we expanded with a major hospital system here that needed our medical transportation services here in Dallas. We expanded our services in Dallas. Usually, our growth is predicated on an insurance provider saying, "Hey, we really need your help in this state," or a municipality saying, "Hey, we really need your help caring for this underserved population in this part of our state or municipality," or a health system saying, "Hey, we really need a new solution for medical transportation. We need your software platform.
We need the efficiency that you can help bring to our health care system so that the beds are freed up for the patients that really need it. We're vertically integrated. That's the only way to really do this at scale. And the only way to really deliver an exceptional, comprehensive patient experience is we've basically put together our own proprietary, as I mentioned, our own proprietary tech platform with our own staff. It's all our own clinicians. Plus, we have a lab license. Plus, we have a clinical practice group, our own physician's practice. We have a wholesale medical dispensary. And then again, we have Medicare and managed care credentials. So all put together to be able to deliver a comprehensive experience to the patient. The patient doesn't see all this.
But in order to do what the patient needs us to be able to do for them, we have to be able to have the full capabilities of everything across this stack. So Q3, some financial highlights. I already talked about it. $137 million of revenue. We had adjusted gross margin for the third quarter was 36%, net income of $4.5 million, adjusted EBITDA of $17.9 million. And the company has $108 million of cash on the balance sheet today. And again, we use that to rapidly deploy. We use that as a resource to go and, again, scale the operation to be able to meet the patients and to meet the demand. Some of the business highlights. We significantly expanded our geographic footprint across the West Coast.
We're expanding very, very rapidly on the West Coast to be able to provide in-home care to some of our large insurance partners, their patients on the West Coast and close care gaps. We have a partner that we work with out in LA that we were able to reduce their hospital readmissions by over 50% for very, very chronic at-risk patient population. And you could see some of the great highlights that we shared. Perhaps even just the biggest headline is we shared that all of our health plan partners have assigned us over 500,000 patient lives to go into the home. So the need is very great. The need to be able to go into the home. Our health plan, we have about a half a dozen health plan that we work with. They provide us with 500,000 lives.
Again, I think it's just the beginning for us. It's all these patients that have care gaps that need to be closed, that need care, that are not getting the treatment that they need. There's a huge opportunity and a huge patient pool with which we could have tremendous impact on. We talked about a lot of this. We have some spectacular, great customers that we are so, so appreciative to have. We have multiple pilots in flight right now that are reducing hospital admissions and reducing visits. We have a very robust RFP channel that we're submitting to opportunities. Again, lots of opportunity for us. I talked a bit about the team. We have a really spectacular team. Norm, our CFO, is here. We have Dr. Powell, who leads our clinical practice group. He has a long history of running Federally Qualified Health Centers.
We have a wonderful team. We work harder than any other team out there. We're very, very innovative. I think we're doing incredible, incredible work. We'll open up for questions. I think to sum up the company, we gave revenue guidance next year of $410-$450 million and Adjusted EBITDA margins of about 8%-10%. That really encompasses all the investments we're going to be making over the coming year to really capitalize and really to grow into the opportunity and all the patient need that we have. Cash flow from operations, we actually increased this on our last call, was expected to be $80-$90 million. Now for this year, we expect it to be $90-$100 million for this year.
I think we've built a wonderful technology platform that really allows us to be super efficient in the field to see the most patients with the highest quality care, all vertically integrated. I think our value proposition is of the moment. It's keeping patients out of the hospital. It's helping improve health outcomes. It's bringing care to patients that don't have great access. It's bringing care to patients that need it, the patients that have not received the care they need, serving underserved populations. We're all doing that incredibly hard, but meaningful work. I think we're building a recurring base with wonderful customers, as I mentioned. And we're a very mission-driven company. I always like to say, when we put our head on the pillow at night, we've profoundly impacted the lives of all the patients that we're serving. Again, many of these patients are very chronically ill.
And many of these patients really have not received the care that they needed up until really we come into their lives. So it's very rewarding. And that really pushes us every day. So with that, that's our company. Happy to open it up for questions. I know there's a lot of people in the room that are familiar with our story and have already gotten a chance to ask us a lot of questions today. But always happy to field questions from the group.
[Can you talk a bit about the competitive landscape and your growth aspirations?]
Yeah. So I think there are a lot of people coming into this space right now. We certainly have on the medical transportation side, there are some legacy medical transportation companies that have been serving this market. We're bringing a different model with our own proprietary tech platform.
There are some large medical transportation companies out there that are owned by private equity. And there's some local sort of family-owned and operated medical transportation companies. We sort of fill the need where we bring a fresh perspective on our model, but also a differentiated tech platform that's integrated with Epic that is kind of a new approach. And then on the mobile health care side, there are lots of companies that are coming into the space. I won't name names, but there are companies that are essentially working to help close the care gaps. They're entering into value-based arrangements where they're being incentivized to impact the total cost of care just like us. And so there are companies out there that are private raising money today.
And then I think the health insurers in general. Some of the health insurers are partnering with us to deliver the care, but some of them are vertically integrated themselves, where they have either acquired companies, brought them in-house to do the in-home care. And so they kind of have it all vertically integrated. And other insurance companies are trying to compete with those insurance companies, and they're utilizing our services to help them do that.
[No Audio] [Are the practitioners employees of DocGo?]
Yeah. And there's a sign here to make sure I repeat the question for the people that are listening in. So the question was, are the practitioners, are the clinicians employees of DocGo? Yes. Yes, they are.
Lee, why don't the home health companies do what you're doing on the care gap side of the business? It seems like that would be a natural for them.
Yeah.
So the question is, why don't the home health companies enter into the space on the care gap closure side? So I think the big differentiation for the home health companies, which are really sending home health aides into the home to help with perhaps helping patients bathe, get dressed, and feed, make sure they're taking their meds. You need to have a clinical practice to be able to do the clinical home-based work that we do. So the big differentiation between the home health companies and we're a home medical company. And so we don't do any of the home health aid work. And the home health aides are not able to do any of the clinical work that we're able to do. You have to have your own physician's practice. You have to be licensed to be able to provide this work.
You can't have anybody go into a home, a home health aide, as an example, and do a home health assessment, do a pediatric well visit, administer a suite of vaccinations, take certain diagnostics, and so that's really where we come in. We're providing the medical care in the home, which, again, you need a physician's practice to do, and you need certain licensure and medical capability to be able to do. On the home health aide side, it's sort of a different model.
60% of the revenues for the government, can you explain how those contracts work?
So the question is, 60% of the revenues coming from municipal, how do the contracts work? So on the municipal programs, typically the municipality is paying us because most of the patients that we're serving are either uninsured completely or underinsured.
In fact, many of the municipalities we work with, they don't even want us to ask for the patient's insurance information because they ultimately may see that as a barrier to care. Perhaps the patient's embarrassed or they don't have the adequate coverage. For us, really, the municipality is saying there is a population that we're trying to care for. Perhaps it's unsheltered homeless. Perhaps it's disabled veterans. Perhaps it's school-aged children that need to be vaccinated. It's at-risk populations that don't have good access to care, probably uninsured or underinsured.
They're contracting with us to deploy basically a suite of mobile clinics, mobile teams to be able to go to specific locations, either through one of our mobile clinics or into a shelter of some kind or into a patient's home to be able to administer a specific population health initiative that they're trying to work on. Vaccinations as an example. They pay us for those teams and that mobile clinic to be able to go out and administer those services. Could you maybe talk a little bit about the total cost of treatment at home versus the hospital? Because to me, it doesn't seem intuitive that it's, to me, it seems more expensive at home. But I'm curious the implications of that payer adoption.
I see there's a lot of payers there, but is that even more nuanced in terms of what they're going to cover at the home? Just intuitively, it does seem like it would be more expensive. So I'm curious how that relates. So the question, just again for the folks listening, and the question is, how does the cost of care compare between administering the care in the home versus in the hospital? It seems like administering the care in the home would be more expensive perhaps than administering it in the hospital. I think the big distinction is we're not administering acute care in the home. We're administering preventative care, proactive care in the home. Essentially, what we're trying to do is do screenings and tests and close care gaps so that the patient doesn't end up in the hospital.
When they need to be in the hospital, as you're mentioning, they need to be in the hospital. And so we're trying to prevent unnecessary emergency room visits. We're trying to prevent patients from getting sicker and sicker so that they end up in the hospital. Once they already need to be in the hospital, they need to be in the hospital. And that's probably the right modality of care, the right location of care for them for that. But our whole goal is to try to catch them and care for them and provide proactive preventative care before they end up in the hospital. And really, the hospitals want the same thing. They don't want the unnecessary emergency room visit. They don't want the low acuity admission.
They really are built for, and in order to be financially viable themselves, they really want the beds in the hospital to be filled by the higher acuity patients, the patients that perhaps need to visit the cath lab and have cardiac issues, orthopedic issues. Those are the types of things they want to have in the hospital. Those are the types of conditions that they want to be treating in the hospital as opposed to the lower acuity. And those lower acuity engagements are much better served in the home. And so that's much more cost-effective to do. So that's really where our whole company is built around.
Okay. Yeah, please.
And I guess just as a follow-up on the payer side, is there more nuances in terms of what payers have decided that they're willing to cover?
Or is that basically every single treatment, services, diagnostics, payers, including Medicare and Medicaid, they're happy to cover it?
Yeah. So in terms of what the health insurers are willing to cover, I mean, I don't think they're willing to cover everything. I think really the way we work with the health insurance providers is they have members that have not seen the doctor or have gaps in care. And they know exactly what those gaps in care are. This patient has diabetes, and they need a diabetic retinal exam. This patient perhaps has osteoporosis. We need to do a bone density scan to see how their condition. And for whatever reason, those patients haven't been able to go see their providers. And so the health insurance companies are using us to engage that patient and hopefully meet them where they are in their home.
And by increasing access, you increase engagement. By increasing engagement, you better their health. And you are able to sort of care for them in a much more holistic way and a much more proactive way. And so when they give us the patient list, it's very clear. We know exactly the condition of the patient, the chronic condition they have, the care gaps they have. And that's really what they are engaging us to go and do. And for that, we have a fee schedule that we have with the health plans that they're willing to pay for that. And we know the ROI is clearly there. I mean, there was recently a peer-reviewed study that showed just the first primary care visit for a patient is worth $4,000 in the healthcare system because, again, so many U.S. patients are going without even going to see their primary care.
They're using the emergency room essentially as their doctor's office, again, which costs far, far more. So we know we're providing tremendous value if we're able to visit that patient in the home, do those care gap closures. And by the way, sometimes we can't close the care gap. The care gap is very much open. This patient is at risk for vision impairment. We did the diabetic retinal exam. The reading was high. They need follow-up care. Again, we're closing that loop, but that care gap is still very much open. Sometimes we'll go and visit a patient, and we'll do a colon cancer screening, and the screening comes back clear, and that care gap is now closed because we've been able to identify that the patient's not at risk anymore. That's the value we're providing.
So we know we don't have to worry about this patient, which is great. And so the care gap is closed. Or this care gap, we do have to worry about this patient. This care gap is very much open. Their levels are very much elevated. And we have to make sure that they're getting the follow-on care and the treatment plan that they need before it precipitates into something much, much worse. Again, another great value that's provided there. So we're really emboldened and energized by kind of the impact we're having.
Because at one point, I was asking the team. I said, "How come we're not closing these care gaps?" I said, "Lee, the whole point is that these patients are indeed at risk, and these care gaps are very much still open, and they very much need the follow-up care to ensure that their condition doesn't precipitate." So it's this wonderful ROI for the health plans. Obviously, it's very important for the patients. Not a day goes by where we don't impact our patients in a very profound way. Our clinicians are heroes. They're going into patients' homes. They're serving the underserved. They're providing care for patients that don't have access. And as a result, our company does well at the same time. That's a wonderful place to be.
Could you say more about your growth plan? You're learning about market opportunities.
[No Audio] How expensive would that growth be for the marketing and other assets?
Yeah, so in terms of our growth plan, I think we really think of the growth coming from those customer verticals, so we have the hospital systems. The way we grow there is we do more with the hospitals we have, provide them with more robust comprehensive offerings, and as well as we sign on new hospitals to our platform and to the service delivery. I would say on the hospital system side and the medical transportation side, we're very confident going into next year. We now have to mobilize the contracts we signed, and we have to essentially make the customers that we're working with very, very happy and serve their patients really well, and then on the payer side, I think we have a very good roster of health plans that we're working with.
They're assigning us more and more patients, and now the goal for us is to be how quickly can we serve those patients with the highest level of quality, and so it's great to get large lists. Clearly, the demand is there. The service is valuable. People want to work with us, but we have a tremendous responsibility to go and administer the care in that patient's home. We won't be able to sleep at night if we have a list of patients that are at risk and they have gaps in care and we haven't been able to reach out to them or go see them. We take that very seriously, so we are really working every day to scale the capacity to be able to meet that moment, but that's really how we grow that piece.
And on the municipality side, it's really going to be about making sure that we're providing services that are going to be able to help municipalities meet the population health needs that they have for next year. And so some of the macro trends there are. I think there's an understanding that our veterans need more and more care. And so how can we drive some care into the home and perhaps meet some of our disabled heroes and disabled veterans in their homes? There's obviously going to be continued focus on underserved populations and populations that don't have great access, unsheltered, homeless, etc., that are uninsured. But municipalities have an obligation to care for all citizens, and we're going to help them do that.
How about acquisitions? What do you feel like you might need to fill in to do better what you do?
Yeah.
On the M&A acquisition side, I think we'll be opportunistic. Right now, we don't have big M&A plans. We certainly have the capacity to do that with our strong and healthy resources at the company. I think we will look for opportunities that are going to help us scale that care gap closure, primary care service offering that we're going to be building out in the coming year, 2025, 2026. So things that help build out the suite of services there, things that help the geographic expansion, things that help with the capability to help manage the patient risk. Because one of the things we're looking at doing is essentially once we're in the home caring for that patient, our physician's practice could be the primary care provider for that patient. And so now we're in their home. We're closing care gaps for the patient.
We're their primary care provider. We're going to be at a really great place to be able to enter into value-based arrangements alongside the health insurance plans, which, again, is all incentivizing better health outcomes, which we're very excited about. So if we can impact health outcomes for the better, save the system a tremendous amount of money, make patients healthier, we think we're going to be in a really great place. Okay. I think we're at time. It's great to see everybody here in Dallas, Texas. It's always great to be a part of the IDEAS Conference. And we're always around if you have questions. And we're excited about what we're building. Thank you so much.