Mark Bertolini

Maybe you could describe the key chapters now, starting with the HMO, up through what you're doing now.

We'll go into each in more detail, but just maybe give us the chapter headings as you think about them looking back.

So when you go into a new situation, I want to talk about both fix and build.

What is the strategy that you've developed for fixing something broken?

I'm interested in the deep details of the steps you go through when you encounter in one of these new situations, you're orienting yourself up through it being fixed.

In your experience, do you think that's actually possible at scale that ordinary people can do extraordinary things?

Yes.

How?

All they need to do is believe they can do it.

How do you get them to do that?

And that's how we went.

But how do you derive the why that's inspiring enough?

I'm struck by how infrequently even a great, smart, charismatic founder can really articulate the point of the thing they're doing.

So how do you get one of those that is not just good, but so good it can galvanize ordinary people to do extraordinary things?

Can you teach us about a Cliff Notes version of the history of U.S.

health insurance?

One of the things that you hear all the time is this system is so octopus-like and so complicated and so entrenched that it just feels hopeless, that it's bad, nobody really likes it, and the ambition to try to change it is impossible because of the path dependence that you just described, going back to post-World War II.

And so the result is everyone kind of throws their arms up.

why could that be wrong?

And what could we maybe do about fixing this problem that everyone seems resigned?