Jonathan Palmer

And maybe what did you get wrong in that initial business plan?

Because I imagine it's gone through a couple of innovations.

What do you think resonated with those early investors?

I'm imagining going to Mayo and saying, you know, I want to do a health care technology fund or digital health fund, depending on what label you put on it.

And then saying, OK, but we could maybe do this ourselves or, you know, maybe there's other people out there doing it.

Got it.

What categories did you gravitate towards in those early days?

And it's funny, when you're talking about the book, I actually read it before we chatted.

And I think there's a picture of Sean Duffy sitting in your office from Amada, right?

Is that one of the early day photos?

And, you know, you've probably had a front seat to, I don't know, thousands of different founders.

I mean, if you could kind of maybe distill it down into a couple of key categories, what really worked for you in finding out where and who you wanted to invest in?

Interesting.

Maybe just going out of tangent here, you know, you mentioned the Haven example, and it's one that I bring up constantly in my discussions.

And I can recall 10 years ago, the discussions we were having with public equity investors were like, well, is big tech going to come in and basically just take over health care?

And, you know, we were talking about Apple.

We were talking about Facebook, even Google.

You know, where have you seen that cycle kind of ebb and flow?

And where do you think we are today with the, I don't know, incumbents or big companies in terms of how they're focused on health care?

And the health fault was that Microsoft?