Dr. Michael Gao

Um, but we have people on our team who are, you know, Stanford PhDs.

So I guarantee understand this at a much deeper level, um, than I do.

And the first way that we did this was actually it's very hard to sell into health systems before they know who you are.

So we actually did consulting based approaches where we would go to a health system and we'd say, let us analyze your data and sort of identify areas of opportunity for you to improve.

And then that kind of gave us the data to build the algorithms to then build a product which now scans all of that data in real time and kind of continuously surfaces kind of gaps over time.

So that was the kind of first smarter pre-built product.

It was actually really, really fascinating.

Even right off the bat, I think, so one of our first customers is a hospital here in New York, about 300 or so beds.

So for context, it's kind of a small to medium-sized hospital.

And on an annualized basis, I think we went in and identified $5 million.

That's a big number.

For them.

And it's, you know, one hospital of a eight or nine hospital health system.

And so translating that up to the health system, you're talking, you know, kind of 30 or 40 million dollars.

Yeah.

And, you know, I think what I would say is that the care system

For many health systems, I think average margin across the country is like a 2% operating margin, which is a lot like at the end of your biweekly paycheck, only saving 2% after paying for rent and utilities and food.

And so many hospitals feel like they're kind of living paycheck to paycheck, but at the business level.

And so this actually ends up being, you know, 30 to 50 basis points worth of revenue lift, but because they already provided the service and, you know, had the expense of providing that care, it actually mostly flows down to margin.

So it's actually a pretty big impact.