Daniel E. Greenleaf

We believe in this.

We spent $1.5 billion in acquisitions to build out this organization during COVID.

And we believe in the bets we placed, but we also saw that the way supportive care was being delivered in this country is not working.

And we felt like by putting this platform together with these right attributes, our members would ultimately benefit.

I would say, first of all, you want to galvanize an organization, if you will.

What could be more important?

than addressing the health equity issues in our country.

This is a significant opportunity as a country, as a healthcare system, as a company.

I think there's a real self-selection that goes on here in terms of the people that decide to work for us.

And a lot of that is around the mission of the organization, which we spend a lot of time talking about.

equal opportunity of care and in dignity regardless of your zip code many of the people here in this organization have worked together before and that should tell you something part of it is it tells you that we like working together but i also would say there's a lot of us who want to make this kind of difference and i will say is there's real compassion in this organization i think about

In Maine, in some instances, there are members who don't have physical addresses.

They may have coordinates as to where they live.

This is the kind of commitment we make as an organization in terms of getting care to people who otherwise wouldn't.

We also spent a lot of time last year redesigning our purpose, vision, and values.

We know that culture is never static.

It's, from my perspective, either going up or going down.

And we have to continue to make that investment to a niche.

Well, I would say the addressing part's a work in progress, but I think some of these are going to be self-evident.

Data is a big one, right?