John Beadle

And so it's crazy for them not to come together and work together to try to build things that are going to be much stronger than any one system could produce alone.

And so I think the pitch is very much aligned to how do we leverage the expertise of all of these amazing leaders, John Driscoll included, who's a different type of leader, as you can imagine, where he's been a very senior executive in building

you know, large-scale technology and tech-enabled services companies, and so brings that entrepreneur mindset of, you know, how do I build a company from very early days to achieve, you know, success for patients, for communities, and also for investors.

And so I think we've tried to, you know, build a very complementary team of people who have very different experiences and skill sets, and that is extraordinarily helpful as we're building boards for companies, as we're, you know, formulating our strategy, as we're recruiting entrepreneurs into the ecosystem, etc.,

So it's really about how do we build a team that really melds well together and that has great synergy.

And whenever we have an area that we want to bring an expertise in, we have someone on the team that understands us, our partners, how we work, and we can bring that expertise into the fold very quickly.

so i think for us it really comes down to you know driving impact in places where we think that you know there's the biggest need at any given time and so i think we're going to continue to build companies we don't just want to launch lots of point solutions that are solving small issues we would much rather build a smaller number of companies that you know each drive very substantial impact and are tackling some of the really hard challenges in healthcare that others have not solved

versus lots of narrow point solutions and say, oh, I've gone out and launched 20 companies.

I would rather go say I've built five companies that have each driven extraordinary impact in the ecosystem.

So I think it's going to be continuing to lean into that concentrated approach of we don't want to build companies that we don't think are big swings that can solve massive problems and also generate great financial returns.

to us and to our partners.

And we view those as being very complimentary since I think at the end of the day, the most successful companies are the companies that solve huge problems that others have not been able to solve.

And in the process, you can drive a financial return to investors, to employees.

We view it as kind of a

mutually reinforcing virtuous cycle.

So I think we're going to continue to lean into that approach.

I also think we'll probably take some bigger swings as it relates to particularly larger scale assets that we think are ripe for AI disruption.

I think there's a lot of legacy assets that are out there that have great customer relationships,

you know, trusted ecosystems of partners in place, you know, really interesting, you know, data and access to workflow, et cetera, which are going to need to transform themselves.

And so we've now built this really interesting set of technology companies that I think can do a lot of that digital transformation.