Dave Knapp

So whoever can bring them that $5 toaster gets added to the Walmart shelves, right? Same with the insurance formulary and the PBMs. The PBMs go, you want your anti-obesity medication on our formulary? Well, here's what you're going to pay us to have it there in the form of rebates.

So whoever can bring them that $5 toaster gets added to the Walmart shelves, right? Same with the insurance formulary and the PBMs. The PBMs go, you want your anti-obesity medication on our formulary? Well, here's what you're going to pay us to have it there in the form of rebates.

And so the testifying on Capitol Hill that the HELP committee ran, this is chaired by Senator Bernie Sanders, but it's a bipartisan committee in the Senate. And they brought up the CEO of Novo Nordisk. And, you know, you got Bernie up there. He's like, why does it cost Americans five times what it costs Australians? And so you get these great sound bites.

And so the testifying on Capitol Hill that the HELP committee ran, this is chaired by Senator Bernie Sanders, but it's a bipartisan committee in the Senate. And they brought up the CEO of Novo Nordisk. And, you know, you got Bernie up there. He's like, why does it cost Americans five times what it costs Australians? And so you get these great sound bites.

And so the testifying on Capitol Hill that the HELP committee ran, this is chaired by Senator Bernie Sanders, but it's a bipartisan committee in the Senate. And they brought up the CEO of Novo Nordisk. And, you know, you got Bernie up there. He's like, why does it cost Americans five times what it costs Australians? And so you get these great sound bites.

And he basically said the PBMs are taking 70 cents on every dollar of every drug that we sell in the United States. 70 cents.

And he basically said the PBMs are taking 70 cents on every dollar of every drug that we sell in the United States. 70 cents.

And he basically said the PBMs are taking 70 cents on every dollar of every drug that we sell in the United States. 70 cents.

They got to go.

They got to go.

They got to go.

Yeah, it's wild. And, you know, not to get too far in the weeds, but essentially what happened during the, we talked a little bit at the beginning about the Affordable Care Act. The Affordable Care Act had some noble things it was pursuing, but like all noble things, like big money is always going to find a way around it, right?

Yeah, it's wild. And, you know, not to get too far in the weeds, but essentially what happened during the, we talked a little bit at the beginning about the Affordable Care Act. The Affordable Care Act had some noble things it was pursuing, but like all noble things, like big money is always going to find a way around it, right?

Yeah, it's wild. And, you know, not to get too far in the weeds, but essentially what happened during the, we talked a little bit at the beginning about the Affordable Care Act. The Affordable Care Act had some noble things it was pursuing, but like all noble things, like big money is always going to find a way around it, right?

So, but what the Affordable Care Act did to insurance companies is that you can't be more than 15% profitable. That was their way of sort of controlling this out of control, rising cost of insurance premiums in this country. They said, you can't be more than 15% profitable.

So, but what the Affordable Care Act did to insurance companies is that you can't be more than 15% profitable. That was their way of sort of controlling this out of control, rising cost of insurance premiums in this country. They said, you can't be more than 15% profitable.

So, but what the Affordable Care Act did to insurance companies is that you can't be more than 15% profitable. That was their way of sort of controlling this out of control, rising cost of insurance premiums in this country. They said, you can't be more than 15% profitable.

You either have to put that money back in to expanding access or improving efficiencies within your business, but you can't be more than 15% profitable. So what did they do? Well, they decided we're just going to go buy the pharmacy benefit managers and we're going to change that game. And that's where we're going to make back the difference. And so, yeah.

You either have to put that money back in to expanding access or improving efficiencies within your business, but you can't be more than 15% profitable. So what did they do? Well, they decided we're just going to go buy the pharmacy benefit managers and we're going to change that game. And that's where we're going to make back the difference. And so, yeah.

You either have to put that money back in to expanding access or improving efficiencies within your business, but you can't be more than 15% profitable. So what did they do? Well, they decided we're just going to go buy the pharmacy benefit managers and we're going to change that game. And that's where we're going to make back the difference. And so, yeah.