Glen Tullman

One, you know, sometimes you struggle over the course of a year or two years of not knowing who's leading the company.

Day one, you know, Raj and I agreed that our leadership team would lead.

So the CEO, the CFO, the strategy officer, most of the senior people that were at Accolade all left.

So there was no question about who was staying and who was going.

So from that perspective, there was clarity day one.

There were a few other changes along the way, but by and large, it was very clear.

Number one.

Number two, the visions were pretty similar.

And I think it's less about the technology because, frankly, Accolade has some great engineers.

They had some very good technology.

But I think the biggest difference is probably just speed of execution.

And we, I think, at Transparent operate at maybe an unreasonable speed.

And I think that took a little bit of getting used to for some of the folks there.

I think now we're at a point where that's behind us and it's one team.

And, you know, we had a theme of better together.

And when I wrote my letter this year, I said, it's no longer better together.

It's just simply better.

We're one company and we're better than we were last year and the year before.

So I think, you know, you always looking at culture, you're always managing culture.

And but this gave us an opportunity to really pick the best from both.