Justin Ishbia

They want to understand and want to grow a business beyond their own means.

And they're excited about partnering and they have an open book.

Our best founders, clinically, technically, there's a baking sweet goods or a doctor or a plumber.

We have a water safety business.

It's so important that they're really good at their craft and they're able to identify who are others good at their craft.

So to me, it's reputation and industry, tactically sound.

You don't hear me say management team very often, do you?

Because it's important.

What we're going to go build, we're going to take what you all have and surround you and compliment you.

Oftentimes, the founders are going to play a role, but not the CEO.

And we're very clear on the front end.

By the way, our biggest company is a veterinary company.

We started when it was five of revenue, one of EBITDA, three locations.

Today, it's over 400 locations, over 1.3 billion of revenue.

That's founder veterinary and still a CEO.

So that's one extreme.

That can be one extreme.

The other extreme, I can say, Patrick, you're a great emergency room doctor.

If we're going to partner, you're not going to be the CEO in our thesis.

If you're okay with that, but you want to be the chief medical officer, we would love you to be the person who helps recruit other doctors to this team and sells the value of why we can help people in rural parts of America better than anybody else.