Jonathan Palmer

What are some of the pluses and minuses that you've noticed so far since you've done the deal?

Has there been any challenge in terms of culture and merging the cultures?

I mean, I think of Transcarent as a more tech-focused background versus maybe a more traditional business like Accolade.

Have you been able to merge those cultures together?

Makes a lot of sense.

You know, I imagine the ability to move as a private company versus a public company is worlds different.

And I think you're probably no better person to ask about that.

So if we think about public markets, we had Hinge Nomada last year.

Do you think from where you sit, you know, at this intersection of, you know, being both a large private company and also with your venture hat on, do you think we're going to see more IPOs in the tech enabled health care space in the coming year?

Well, I think the visibility on earnings for the next year or two is a good metric to think about.

What are some of the other things that you would counsel, you know, a CEO or founder who's thinking about going public?

You know, what are your two or three top things to have your arms around before you go public outside just maybe the pure financials?

Well, a couple of things you mentioned there, Glenn, you know, around prescriptions and the number of surgeries.

You know, one of the topics that I keep coming back to is this.

There's more transparency, I think, in health care than ever.

Maybe not ideal transparency, right?

You know, we have Mark Cuban railing against PBMs and we've seen the emergence of a number of

I don't know if the right word is transparent or newer entrance into that space.

How do you see some of those key themes unraveling over the next couple of years?

I mean, are the big incumbents going to be truly pressured to change their ways?