John Beadle

And so for us, I think we are looking for a very collaborative person who wants help, you know, wants to have dialogue with us, with our partners, and who wants to build a company in a more collaborative way than some others might build them.

And there's a lot of ways to be successful, but we found that that's the phenotype of entrepreneur that is most successful in our ecosystem.

It's interesting.

I think early days, you know, the first, you know, really senior executive that joined us was John Noseworthy, who was the CEO of Mayo Clinic.

And Dr. Noseworthy had gotten a million calls, as you can imagine, given what he achieved during his decade as CEO of Mayo and had never really answered many of those calls beyond the occasional board role for United or Merck, etc.,

And I think for him, what he found so unique about this pitch, and he says this often himself, is the pitch was health systems are extraordinary sources of innovation.

And they face a lot of challenges in delivering world-class patient care.

And we know what those challenges are.

our thesis was not that we are going to go build things to give to the health system.

It's that we were going to partner with them shoulder to shoulder, understand what their challenges are, and then bring complementary skill sets to bear to be able to partner with them to transform themselves.

And so I think that pitch very much resonated because it was so different from how the last generation of health tech companies were built.

And Dr. Feinberg, I think, is one of the most

interdisciplinary, you know, leaders in health care where he's been.

And he's a physician.

He's led health systems.

He's been a technology leader at Google and Cerner and now Oracle.

And so his expertise, I think, spans so many different perspectives.

And I think he was a huge believer in that approach and also a huge believer in this notion of health systems coming together to build solutions that can drive real impact in the ecosystem.

And so this notion of how do you bring all these regional non-competitive health systems together to build solutions that can be competitive with the things the payers may be producing or Amazon or the hyperscalers might be producing, et cetera, because these challenges are too big and too meaty for any one health system to solve themselves.

And so all these folks have similar challenges.