Dr. Michael Gao

And so, you know, really, I think the question was, how can we, you know, kind of, for lack of better words, shortcut the addition of capabilities and, you know, kind of the breadth of how we can help our customers?

And so we started to sort of look for other companies that we would want to join forces with and sort of think about, you know, potential capital partners.

And the other thing that I'll say is that you can do this in the VC world by raising at a super high valuation.

And, you know, I think there are sort of incentives sometimes to grow faster than what the kind of like underlying business actually allows for.

Okay.

And you get companies that move into the kind of unsustainable growth environment.

sort of phase of things.

And so I was worried that just continuing down the pure, you know, kind of venture capital journey wouldn't be the right answer either.

You kind of, you know, promise the sky and you better achieve it or else.

And so I actually it was it was actually very interesting because when we first when I first met, you know, Matt Holtz and some of the New Mountain team, you know, speaking as a founder that's not been in finance traditionally, you think of PE as, OK, great.

They're going to come in.

You're going to ruthlessly maximize EBITDA and then, you know, flip the company and call it a day.

But actually, it was kind of very, very interesting because of all the capital partners I spoke with, Matt actually had in some ways like the deepest product understanding of health care and kind of was trying to reimagine kind of how health care works and sort of think about the components it would take to decrease the trillion dollars that we spend on health care administration.

Yeah.

And so it was actually kind of great because you get the sustainability of kind of private equity capital, but the ability to imagine of venture capital money.

And so I thought it was actually a really sort of great capital partner and kind of a conceptual and imagination partner as well.

So I think sort of dividing it into the clinical intelligence and then the automation of the 50 hoops side, I think of, you know, smarter DX and, you know, more recently pieces as the clinical intelligence side.

Got it.

Which is in just clinical data, you know, have cutting edge algorithms that can understand that data and parse it.

And then, you know, there's actually a very interesting thing on the automation side, which is it turns out that what you automate is every bit as important, of course, as how you achieve that automation.