Dutch Rojas

And then as I kept working, probably by 2011 and 2012, I'd read enough about the independent practice of medicine to say, wow, these physicians who operate in a group of five, a group of 12, a group of 30, why do they have better long-term healthier outcomes on patients? than everyone else, right? And so that's what started me on physician-owned hospitals.

And then as I kept working, probably by 2011 and 2012, I'd read enough about the independent practice of medicine to say, wow, these physicians who operate in a group of five, a group of 12, a group of 30, why do they have better long-term healthier outcomes on patients? than everyone else, right? And so that's what started me on physician-owned hospitals.

I think from a macroeconomic perspective, why don't we have more supply? That generally brings prices down, right? There's people that argue that. And I'm like, well, it's not arguable. When you have more of something, you have more competition.

I think from a macroeconomic perspective, why don't we have more supply? That generally brings prices down, right? There's people that argue that. And I'm like, well, it's not arguable. When you have more of something, you have more competition.

And so I would think that the federal government, everybody that's on Ways and Means, and certainly at CMS, would say, hey, the ACA 6001 that put this moratorium on existing hospitals and certainly prevents new hospitals, that was really an old communist way of thinking. We're not going to think that way anymore. We need to bring prices down. And the evidence is clear.

And so I would think that the federal government, everybody that's on Ways and Means, and certainly at CMS, would say, hey, the ACA 6001 that put this moratorium on existing hospitals and certainly prevents new hospitals, that was really an old communist way of thinking. We're not going to think that way anymore. We need to bring prices down. And the evidence is clear.

You look at the last 15 years. We haven't seen premiums drop in price. So I'm an advocate of more supply, Scott. I want more insurance companies. People don't like that idea. I want more of everything because I think that's when competition begins.

You look at the last 15 years. We haven't seen premiums drop in price. So I'm an advocate of more supply, Scott. I want more insurance companies. People don't like that idea. I want more of everything because I think that's when competition begins.

The number one thing I'm truly focused on is getting independent physicians to compete where they want to compete and where it's important, but to collaborate where they need to collaborate. So here's an example. In Phoenix, we were there last week. I did get to go to the Open, so that was fun. But in Phoenix, we've banded together almost 340 independent physicians and surgeons, and

The number one thing I'm truly focused on is getting independent physicians to compete where they want to compete and where it's important, but to collaborate where they need to collaborate. So here's an example. In Phoenix, we were there last week. I did get to go to the Open, so that was fun. But in Phoenix, we've banded together almost 340 independent physicians and surgeons, and

And we said to them, listen, why don't you guys start working together? You don't have to be owned by each other, but you got to work together. And this is what I mean. Like, why do each of you have an accountant? Why do each of you do payroll? Why do each of you have 16 lines of PNC that somebody at your office has to negotiate? Why do you have employee benefits that you change every year?

And we said to them, listen, why don't you guys start working together? You don't have to be owned by each other, but you got to work together. And this is what I mean. Like, why do each of you have an accountant? Why do each of you do payroll? Why do each of you have 16 lines of PNC that somebody at your office has to negotiate? Why do you have employee benefits that you change every year?

Like, why do you have all of these administrative functions that eat up a significant portion of the 2,200 hours you have to expend every year? And so what we were able to do is form a coalition around them, build in a managed services organization, and reduce all of their expenses by about a third. Right. And then I go, OK, look, now you got more money to go home.

Like, why do you have all of these administrative functions that eat up a significant portion of the 2,200 hours you have to expend every year? And so what we were able to do is form a coalition around them, build in a managed services organization, and reduce all of their expenses by about a third. Right. And then I go, OK, look, now you got more money to go home.

Now you got more retained earnings. Now you have a better chance to compete against the marketplace. And so I think we'll form probably eight to 10 of these coalitions this year. I'm really trying to help docs understand the fundamentals of insurance, of business, of coverage, risk transfer, and to really get them to understand how this works so they can better compete.

Now you got more retained earnings. Now you have a better chance to compete against the marketplace. And so I think we'll form probably eight to 10 of these coalitions this year. I'm really trying to help docs understand the fundamentals of insurance, of business, of coverage, risk transfer, and to really get them to understand how this works so they can better compete.

You know, it really, I think early on, it used to be the product. By the way, I'm a terrible investor in startups. I had a chance at Uber. No one – when I was living in San Francisco, no one liked Uber. No one liked Travis. I met him, thought he was fabulous. And then at the end of the day, when I had to write the check, I didn't write it.

You know, it really, I think early on, it used to be the product. By the way, I'm a terrible investor in startups. I had a chance at Uber. No one – when I was living in San Francisco, no one liked Uber. No one liked Travis. I met him, thought he was fabulous. And then at the end of the day, when I had to write the check, I didn't write it.

But like top three mistakes I've ever made in investing, so maybe I'm not the best. But I will say this. For me, it's always the founders. I never do a solo founder. Always do two co-founders at least, if not three. And I find that if their hearts are good, that means completely subjective, and they're going after the right things, then I'm in.

But like top three mistakes I've ever made in investing, so maybe I'm not the best. But I will say this. For me, it's always the founders. I never do a solo founder. Always do two co-founders at least, if not three. And I find that if their hearts are good, that means completely subjective, and they're going after the right things, then I'm in.