Author Archives: Vignesh Eswaramoorthy

Virtually Perfect

Some might believe that the COVID ‘19 pandemic was the harbinger of a heightened digital health wave, while others might believe that the pandemic simply hastened the process of its evolution and adoption. I, for one, stand by the latter. The Digital Health market size was around US$ 195.1 billion in 2021, and is estimated to substantially grow to around US$ 780.05 billion by 2030¹. The spending on digital healthcare solutions is estimated to reach US$ 244 billion by 2025². Digital Health companies have been slowly simmering, brewing, adapting, and growing, and have seized the market when the time was ripe. 

When the pandemic necessitated the need for mitigation amidst disruption and chaos, Health Technology companies were ready to offer mature plug and play solutions that made adoption seamless and imperative. Furthermore, several countries quickly recognized the need to alter privacy policies and data protection regulations to enable remote consultations and virtual health interventions³. This was propelled by the paucity of physical resources, and coupled with an alarming need for accessible, quality healthcare. But more importantly, there was a stark realization and label for a new type of care delivery that need not be in-person- virtually, virtual.

Objectively, virtual care could be segmented into care that makes you get better, and care that makes you stay better…alternatively, curative and preventive. While the former milked patient care during the need of the hour, the latter emerged a new, unsung hero; An unexploited solution to a global, age-old opportunity. Center for Medicare/Medicaid Services’ (CMS) intent to incentivize increased and improved care management could/can take swift flight upon the wings of software platforms like that of HealthViewX. Solutions like Remote Physiological Monitoring (RPM), Transitional Care Management (TCM), Chronic Care Management (CCM), amongst others, help care teams monitor, manage, and engage patients right from their homes. This in turn has shown to reduce costs and readmissions, mitigate risk, improve outcomes and increase  reimbursements⁴. A win-win-win!?

But, hold up! While all this sounds rosy and convenient, I have wondered whether there has/had been resistance in adoption amongst clinicians and patients…the end-users, ultimately. I stumbled upon an enlightening adapted strategy matrix in an article by Ande De. In a matrix outlining the degree of change behavior needed from clinicians, versus the degree of patients’ resistance to adopting new technology, TeleHealth, RPM and COVID screening, response and monitoring, emerged the most victorious with the least resistance from both stakeholders⁴. While cloud based web portals and health applications that record patient data were met with some resistance, it was a pleasant surprise to note that there were no digital health ‘failures,’ that were met with high resistance⁴. The data also shows that Artificial Intelligence (AI), Prescriptive and Predictive Analytics are here for the ‘long haul,’ being met with high resistance amongst clinicians and low resistance amongst patients⁴…all predictable, yet surprising at the same time!

While there could be several intuitive, understandable reasons for resistance, I’m compelled to boil it down to,

  1. Change Management:

    Willingness to embrace change and make the time to familiarize with change. Technological evolution brings up several unknowns, largely in terms of whom to involve, when and how. While internally developed digital health infrastructure might make these unknowns less murky, it is unlikely that health systems have the time, resources and bandwidth to constantly troubleshoot and upgrade. While this drawback is moot with third party digital health vendors, there arises challenges with seamless interoperability, integration and complete customization to the needs of the organization.
    Encouragingly, a growing number of companies like HealthViewX are attempting to address these issues at the grassroot level. The platform entails seamless integration with a home grown interoperability engine, and the ability to completely customize the platform.

  2. Liability:

    Fear of and risks associated with the unknown. Several clinicians may not be sufficiently trained in using digital tools, alongside issues with seamless integrations… thereby resulting in potential medical malpractices and associated legal claims. There are several open-ended concerns- are these malpractice claims attributed to the clinician, to the technology, or to those responsible for training⁵? Is there a clear, established, legal norm/protocol for how care via digital tools needs to be rendered and documented⁵? Most importantly, is confidential patient data safe and secure?
    In a survey conducted amongst 242 clinicians in Pakistan, 69% ‘agreed’ or ‘strongly agreed’ with the sentiment that there is a lack of regulation to avoid medical malpractice. Only 29% believed that their medical indemnity would cover telehealth consultations. Another study discovered that clinicians were less confident about prescribing controlled medications via TeleHealth.
    On the other side of the coin, studies have shown that several malpractices, misdiagnosis or errors could have been avoided with the intervention of AI and digital health. This is with the help of real-time alerts, diagnostic decision support, tracking, reporting, etc. Increasingly, laws have been restructured to exonerate AI/digital health in the face of mishaps, under several circumstances.

  3. Proof:

    A natural barrier to adoption in general is a lack of evidence based outcomes. The advent of Digital Health solutions might not be mature enough to present a historic laundry list of troubleshooting and adaptability to the constantly evolving needs of users. However, the more external digital health solutions are adopted by health entities, the more their counterparts have a track record to witness and to pine for.
    A valuable metric rests in the achievement of the Quadruple Aim, i.e., focusing on Population Health, enhancing the experiences of end-users, and of care providers/clinical staff, and reducing the per-capita cost of health care⁶. There are several intangible outcomes such as, provider burnout, time saved, patient outcomes, and patient satisfaction. Externally developed tools also often provide case studies or scientific evidence displaying their meaningful outcomes.

  4. Access:

    While digital health has redefined care with a click of a button, socio-demographic barriers to access could result in health disparities and a digital divide. This could be segregated into a technological barrier (such as, lack of smart devices and internet connection, the prevalence of digital health in their region/community) and, a digital literacy barrier involving the ease of use of technology depending on age, literacy, income and tech-savviness, etc.
    While the digital divide can be narrowed by subsidizing the inherent cost of access, and perhaps by installing public access kiosks, ultimately, the utopian vision should be to extend beyond digital literacy to digital mastery and autonomy⁷. 

My presumptuous, yet sagacious retort to these four points is, Time. 

Time to be moved. Time to take the plunge. Time to embrace. Time to get and assess outcomes. Time to advance. Time to revolutionize. 

Time to become Virtually perfect. 


  1. “Digital Health Market Size Will Attain USD 780.05 Billion by 2030 Growing at 16.1% CAGR – Exclusive Report by Facts & Factors,” February 2023, Facts and Factors,
  2. “The Use of Digital Healthcare Platforms During the COVID-19 Pandemic: the Consumer Perspective,” Alharbi. F, March 2021, PMC,
  3. “Digital health and care in pandemic times: impact of COVID-19,” Peek. N, Sujan. M, Scott. P, 2020, BMJ Journals,
  4. Degree of adoption diagram, “Five ways Digital Health Innovation will grow + evolve post pandemic,” Ande De, April 2020, Alteryx,
  5. Digital health technology-specific risks for medical malpractice liability” S. Rowland, E. Fitzgerald, et al, October 2022,
  6. “Assessing the impact of digital transformation of health services,” EXPERT PANEL ON EFFECTIVE WAYS OF INVESTING IN HEALTH , Barros, P et al, November 2018,
  7. The Digital Determinants Of Health: How To Narrow The Gap,” K. VIgilante, Feb 2023,

HEDIS: Healthcare Effectiveness Data and Information Set

HEDIS is a set of performance measures that are used to compare health plan performance and measure the quality of health plans. These measures were created by the National Committee for Quality Assurance (NCQA). About 90% of health plans use HEDIS as a standard to measure the performance of their plan. The data is tracked from year to year to measure the performance of the health plan and thus provides information regarding the population served.

The data that is collected is used to monitor the health of the general population, evaluate treatment outcomes, etc., and the data is collected through administrative, hybrid, and survey methods.

HEDIS Measure Domains:

About 95 HEDIS measures are categorized under the following six “domains of care”.

Effectiveness of Care

  • Controlling High Blood Pressure
  • Care for Older Adults 
  • Haemoglobin A1c Control for Patients With Diabetes 
  • Blood Pressure Control for Patients With Diabetes
  • Eye Exam for Patients With Diabetes
  • Breast Cancer Screening
  • Colorectal Cancer Screening

Access/Availability of Care

  • Adults’ Access to Preventive/Ambulatory Health Services
  • Utilization and Risk Adjusted Utilization.

Experience of Care (CAHPS) 

  • CAHPS Health Plan Survey 5.1H, Adult Version
  • Utilization and Risk Adjusted Utilization

Utilization and Risk-adjusted Utilization 

  • Well-Child Visits in the First 30 Months of Life
  • Child and Adolescent Well-Care Visits

Health Plan Descriptive Information

  • Language Diversity of Membership
  • Utilization and Risk Adjusted Utilization

Measures Collected Using Electronic Clinical Data Systems

  • Childhood Immunization Status
  • Breast Cancer Screening
  • Depression Screening and Follow-Up for Adolescents and Adults

How is data collected for HEDIS?

Health plans collect and report performance data about specific services and types of care to NCQA. NCQA rates health insurance based on 90-plus measures.

HEDIS data is collected through three methods: 

  1. Administrative data: Data collected from office visits, hospitalizations, and pharmacy data
  2. Hybrid data: It’s a combination of administrative data from claims as well as from patient’s medical records 
  3. Survey data: This is data collected through survey questionnaires from members.

Why do HEDIS scores matter?

HEDIS scores are critical for health care planning. HEDIS scores help payers understand the quality of care their members receive for chronic and acute conditions. The better the score, the more effectively the payer competes with other payers in the market.

Benefits of HEDIS measures:

  • It helps health plans assess the quality and variance of health care provided to enrollees.
  • It determines how the plan is best for chronic disease management and preventive care. 
  • The use of preventive screening measures helps to improve patient outcomes and reduce healthcare costs
  • Quality interventions are based on closing gaps in care and expanding preventive services such as vaccinations, pap smears, mammograms, and treatment for hypertension or cholesterol.
  • Star ratings enable providers to measure the success of their improvement initiatives

Effects of HEDIS on Reimbursement:

CMS has directly tied reimbursement of medical costs to patient outcomes. As a result, health insurance providers face the challenge of bridging coverage gaps and improving quality. By focusing on quality results, members can maximize their benefits and ultimately make better use of limited resources. 

HEDIS is recognized as the highest standard of reimbursement by health care providers and payers. Health care plans take HEDIS tests and quality measures seriously because they know that money is at stake. Leaders need to be more aware of the importance of organizations continuing to engage in all quality improvement activities.

Ultimately, CMS penalizes health plans if they underperform for more than three years. HEDIS as a whole is changing the company’s understanding of the importance of measuring quality, a fundamental concept underlying performance-related quality initiatives.

Effects of HEDIS on gaps in care

HEDIS measures can help identify gaps in care for participants who have not been screened for breast cancer or who have not been vaccinated against HPV. This can affect your quality score. Improving Star and HEDIS performance requires closing the gap. These gaps can be filled by reaching these participants through home testing kits, home health care, and screening visits.

Why is HEDIS important to providers?

  • Ensure timely and appropriate care for their patients.
  • Help identify and address gaps in patient care.
  • As HEDIS rates rise, providers are able to capture maximum or additional revenue through a pay-for-quality, value-based service, and pay-for-performance model. 

Why is HEDIS important to payers?

  • HEDIS scores help health plans understand the quality of care provided to people with chronic and acute conditions. 
  • Helps identify gaps in health network performance and care delivery 
  • Helps improve patient outcomes and reduce care costs through preventive services 
  • HEDIS identifies public health impacts such as heart diseases, cancer, smoking, and asthma which provides useful data on health issues. 
  • Care is provided to help identify and treat at-risk groups who have not completed immunizations, dental care, screenings, etc.

NCQA Health Plan Rating vs Medicare Star Ratings:

The Centers for Medicare and Medicaid Services (CMS) uses a five-star rating system to rate how well Medicare Advantage (MA) health plans (Parts C and D) and providers serve their members. Assessment results are based on the implementation of the plan, the quality of care provided, and customer service. Ratings range from 1 to 5 stars. 5 is the highest score for excellent performance, and 1 is the lowest score for poor performance.

Both the NCQA Health Plan Rating (HPR) and the Medicare Star Rating are used to assess health insurance quality and performance, and both rate and report plan performance. The goal of HPR and star ratings is to provide the plan with a metric to assess its current operational status. This allows us to ensure the quality of our plans so that consumers can choose a quality health plan that meets their needs.

HEDIS and Star ratings are important because they represent the effectiveness of patient care provided by healthcare organizations, and HEDIS and Star ratings decrease when there are gaps in care. Another reason HEDIS and Stars need to maintain high ratings is for reimbursement purposes. Healthcare organizations with a lower rating are not eligible for bonus payments and are subject to fines.

Technology companies are proving to be the great equalizer

[Part 1 of a 12-Part Series]

Healthcare is rife with significant challenges that can in some cases be minimized at the very minimum and in most cases be eliminated by the use of technology. The 12-part series begins by elaborating on macro level challenges that the healthcare industry is starting to address with technology to stem the bleeding/reverse the onset of more severe complications.

Challenge 1: Supply and demand

Healthcare service delivery provisioning across the globe is starkly marked by the lack of adequate supply of qualified clinicians and specialists. This situation has been significantly exacerbated in the post pandemic new normal which has seen clinicians of all stripes leave their stated professions in droves. Technology companies like HealthViewX have helped alleviate this problem by building care orchestration platforms [the HOPE platform for providers and the POPE platform for payors] that allow clinicians and clinical service delivery providers the ability to render care to more patients by streamlining and automating work processes. These platforms allow patients’ access to clinicians and services that are not limited or constrained by physical locations and boundaries.

Challenge 2: Variation in care

Healthcare outcomes see sigma levels of variation as a direct consequence of the variation in care delivery. A fundamental challenge to addressing such variation in care stems from the lack of contextualized data around care encounters including clear data attribution, capture appropriateness and integrity of the measurement system (repeatability and reproducibility). Care orchestration tech platforms are designed to capture data during a care encounter that can them be analyzed across a host of attributes for clinical and operational streamlining of services. HOPE for example is capable of gathering millions of individual data points that can be aggregated and analyzed at both the patient and population level to see patterns and probabilities. This is then turned into actionable insights.

Challenge 3: Evolving consumerization

Consumer expectations around Healthcare service delivery in the new normal has permanently evolved from begrudging acceptance of the confines of large monolithic infrastructure driven points of care to a strident demand for care around their individual ecosystem. In short the uberization of the healthcare except at scale. Healthcare however thus far has been severely constrained by its business model in that it has required a significant upfront investment in infrastructure followed by a significant lead time before the return of investment is reached. Technology has become the bridge to serving the new discerning consumer that will not settle for pre digital limitations of an industry that still uses fax machines and paper. Care platforms again come to the rescue by helping construct intersecting digital hubs that enable the patient to have a digital ecosystem built to his or her preferences. These digital hubs are being built at scale on a disease specific level that lend themselves to cohort level and individual specific management and reversal of disease progression.

Challenge 4: Illiquidity of data

One of the biggest challenges is the pooling of an individual’s healthcare data across islands of service delivery. This is exacerbated by the fact that the quantum of data over a life time can be in orders of magnitude and is unfortunately not available in a continuum of care/longitudinal fashion. This illiquidity is however being solved by care orchestration platforms like HOPE and POPE that address both the interoperability problem by building engines that serve as bridges between these islands of data that are linked through technology as well as building out a new care plan centered approach that is defined by and around each patient by his or her care team.

Patient Centricity as the Future of Digital Health Management

Digital health is an all-encompassing term that refers to the care provided through eHealth and mHealth through advances in computing sciences.

Challenges or Gaps in Traditional Care

Major technological challenges faced by the healthcare industry have got to do with data processing, cybersecurity, and providing a user-friendly experience. However, advancements in each of these fields have proven to be gainful, and will continue to do so. Our focus here has more to do with the user experience aspect of digital health management.

There are quite a number of digital health care providers, rather, platforms that avail services outside the traditional settings. Consider a regular appointment with the doctor; the patient is examined, tests are probably taken, the prognosis is given, medicines are prescribed, and the doctor sends them on their way after scheduling their next visit. What happens from then to the time of the next visit? Do patients remember to follow their diet plans? Or do they just revert back to their unhealthy lifestyle? The motive behind having health care is to have a better quality of life, and this means strictly following doctors’ instructions!

Where US Healthcare is headed

The most common complaint from American patients is that they have scheduling difficulties. Being in the digital era, and not utilizing resources to make life easier can be frustrating. Say that an appointment is scheduled, but the patient ends up spending less time than they expected. Not only are they dissatisfied, but so are doctors for not getting adequate time with their patients. Then comes the hassle of insurance and billing. Enough said! And this is just the patients’ side of things, there’s still a host of things that need to be managed in the providers’ front.

This is the decade where digital and technological advancements will make providing healthcare efficient, and digital health management is what care organizations need to be looking into. Thankfully, there are now provisions that don’t require patients to walk into a clinic, as this sometimes ends up in no-shows. The reason could be a lack of resources, or an inconvenience to commute, or even that the patient just doesn’t feel like it. It’s no surprise that even a no-show rate of 20% can cause significant revenue loss for healthcare systems.

Need for a Smart Comprehensive Platform

Since the essence of the matter at hand is primarily on the patient experience, here’s what they want. A one stop shop where everything is kept track of – vitals are monitored, real time stats are provided, diet plans are charted out. 97% of American adults now have smartphones, maybe even the wearables that go along with it. Many companies provide such services, few excel at it.

To go the extra mile, a smart, comprehensive platform is exactly what they need. Excellent customer service comes from customization, and personalized should digital health management be!

What can be achieved with a Digital Integrated Platform

Let’s say these amazing, user friendly features are all assembled and ready to go. There needs to be an objective behind each of these features, because, let’s face it, it needs to truly give results to last longer in a challenging market. More than 60% of the patient population require personalized care plans, and a significant portion wants to be able to consult with their provider digitally before going in-person. Pain points such as this need to be addressed.

With a digital integrated platform, providers can now enable that and more. Patients wouldn’t have to worry about not being able to contact their doctor, because with such a platform, there would be more access for all. They wouldn’t have to deal with managing their bills, because the platform would store such information, and all they have to do is view them when required. This platform would also be a digital blessing to providers, for they can manage their organization too. There would be data readily available for patient history, they wouldn’t have to wait until the physical records are brought to them.

On the administrative front, there would be a reduction in the time spent scheduling patients, searching for availability, and even they would be able to take breaks in between. Nurses spend 70% of their time in direct patient care, and with 12-hour shifts, it could be hard.

By transitioning into the digital health space, care organizations can expect better outcomes, higher satisfaction, and find that care management goals can be better regulated. From a monetary perspective, better care equals better profitability. It’s as simple as that, a win-win situation for all parties involved.

HealthViewX Digital Health Management

All said and done, this is where HealthViewX DHM platform comes in. What makes us a candidate worth collaborating with is we’re constantly engaged in providing the best digital experience. Enhancing your practice is just the beginning, so get started and schedule a demo!

Earn from Medicare’s Chronic Care Management Program! CCM made simple!

Chronic Care Management Services are delivered to Medicare beneficiaries with two or more chronic conditions with a goal of improving health and quality of care for high-need patients. As population ages, FQHCs, RHCs, ACOs, Hospitals, individual practitioners, etc. face the daunting challenge of improving quality of care for chronically ill patients while containing costs.

The Centers for Medicare and Medicaid Services (CMS) says about 93% of total Medicare spending is on beneficiaries with multiple chronic conditions. Research has shown that highly fragmented care for Medicare beneficiaries with multiple chronic conditions are more likely to present in emergency rooms, and be admitted than others.

In spite of the need for proactive care for Chronic Care Management Patients, a lot of the providers are still underutilizing this benefit. There are several reasons why providers like FQHCs, RHCs, ACOs, Hospitals, individual practitioners, etc. have chosen to leave it on the table.

Complicated Process:

There are several rules physicians and practices have to follow in order to qualify for CCM reimbursement. CMS has set rules right from enrolling Medicare patients up to the necessary documents that have to be furnished for CCM reimbursement. Other mandatory requirements include providers offering CCM service, should have access to patient’s health records, provide 24/7 access to care, provide care plans, and patients be able to reach providers to meet urgent care needs.

Time Consuming and involves additional costs:

Many providers feel offering CCM service is a time-consuming effort, and requires additional staffing. They find it difficult to document each of these and also provide quality care for their patients. Providers feel there is an increased administrative burden to managing and tracking CCM services, and it also involves additional cost.

Patients Consent:

Providers must identify Medicare eligible patients, explain CCM services and get consent to enroll the patient and start the service. Providers must explain the required information in detail where the patient can either accept or decline the service. 

Wait and See Approach:

Providers  want to first see if the approach is effective before deciding to opt for it. Many providers and physicians wait to see if other providers who opted to provide the service have success with reimbursement before committing to participation in the program.

HealthViewX makes Chronic Care Management process easier with the below features and makes reimbursement simple:

Automated Documentation for CMS Auditing

HealthViewX automates and streamlines the end-to-end CCM process. Integrates with softphones to accurately record the time spent on each call. It easily helps generate reports as per CMS requirements. 

Comprehensive Care Plan

Structured care plans are essential to help organize coordination of actions for proper patient progression and self-management. The solution helps create condition-specific, personalized and comprehensive care plans for each patient including tasks and goals for both the patient and care coordinator track for better care coordination. Simplifies and streamlines workflow to guide tele-nurses in creating care plans. 

HIPAA Compliant

HealthViewX CCM follows HIPAA compliance requirements and guidelines. The solution lets you define the access, have user-specific access conditions, and provides secure access to patient records.

Analytics and Dashboard

Gives detailed actionable insights for better care coordination. Data can be visually represented and users can gather detailed information by clicking the desired data. The dashboard also displays the follow-up reminders that can be set-up by the user against each patient.

Take this simple step to improve health outcomes and reduce costs for patients with multiple chronic care conditions.

Schedule a demo and talk to HealthViewX Solution experts today to discuss the CCM solution. Or simply outsource your CCM services. HealthViewX also provides end-to-end CCM services through our network of seasoned RNs and CMAs that enable you to increase your monthly reimbursements without incurring any additional cost of hiring additional staff or investing in technology solutions.

Understanding the scope of Chronic Care Management and what is required to make it profitable

Approximately 71% of the total healthcare spend in the United States is associated with care for Americans with more than one chronic condition. Among Medicare fee-for-service beneficiaries, people with multiple chronic conditions account for 93% of total Medicare spending.

It is said that a large percentage of these expenses are associated with acute care and emergency visits that could be prevented by earlier intervention. Patients who have multiple chronic conditions require ongoing medical attention. Putting further emphasis on health programs with an eye towards preventing and controlling chronic disease is one of the ways to address such costs.

The Centers for Medicare & Medicaid Services (CMS) recognizes Chronic Care Management (CCM) as a critical component of primary care that contributes to better health and care for individuals.

What Physicians need to understand?

Medicare’s Chronic Care Management program has a primary clinical goal which is improving the health of Medicare patients with two or more chronic conditions expected to last at least 12 months or until the death of the patient, and who are at significant risk of death, acute exacerbation/decompensation, or functional decline. In addition to understanding the service-level parameters, pay levels, CCM codes.

PCP’s and other health organizations who provide CCM services need to understand how to effectively bill for CCM in order to profitably achieve that goal.

Some of the basic preconditions that providers must satisfy are:

  • the provider is required to complete an initial face-to-face visit
  • obtain verbal or written consent from the patient, and  develop a comprehensive care plan in the electronic health record
  • provide 24/7 access to care
  • use a certified EHR to aggregate all patient health information
  • establish continuity through a designated care team member who works with the patient to implement a dynamic plan that spells out the patient’s key prevention and treatment goals and strategies

Who all can provide CCM services?

Additionally to physician offices, Chronic Care Management Services can be provided by

  • Federally Qualified Health Centers
  • Rural Health Clinics
  • Critical Access Hospitals

And the following healthcare professionals can bill for CCM services

  • Physicians
  • Physician Assistants
  • Nurse Practitioners
  • Certified Nurse-Midwives
  • Clinical Nurse Specialists

Non-physicians must legally be authorized and qualified to provide CCM in the state in which the services are furnished.

Why provide Chronic Care Management Services?

It benefits both providers and patients. Patients will receive better-coordinated care thereby preventing hospitalization and re-admissions. Providers will not only receive payments for providing care but also improve practice efficiency, compliance, patient satisfaction, and health outcomes. Practices, large providers, and health systems can add net new recurring monthly revenue. 

How do physicians and other providers document the CCM services that are provided?

Some practices do the tracking manually, while some of the practices have CCM documentation built into their EHR’s. Other practices implement specialized CCM software to track time and ensure all the CCM requirements are met. Some of the CCM software has the ability to track not only the documentation but also send reminders or notifications to the patient, provider and other healthcare professionals involved in patient care. 

How to make CCM profitable?

Chronic care management requires 24/7 access to care. Practices take different approaches to meet this requirement to provide better care coordination. Some practices hire additional staff and some opt for a solution to automate the end-to-end process to cut down on additional staff expenses. Considering healthcare IT will not only cut down on additional expenses but will also make CCM more effective and efficient.

Talk to HealthViewX solution experts to understand more about HealthViewX CCM solution and make your CCM profitable.