Nicholas Chepesiuk

The customers get to become the publisher of their own virtual care apps that we help them create.

And then it's essentially like a white label rather than being a custom development and analytics.

And and then we do charge per seat, which is just per health care provider.

That's right.

And the larger brands will buy licenses at scale for thousands of providers, for example.

Yeah.

The interesting thing is, you know, we do work with some kind of conventional hospital systems, but the larger like our largest customers are, like I said, pharma companies and insurers that don't directly employ health care providers, but they have networks of them.

And so it's really interesting nowadays that they can launch a completely new revenue stream by using their network of health care providers that they don't have to directly employ.

And they also don't have to pay for the overhead of running physical clinics.

So our technology, think of it like a Shopify for virtual healthcare or Shopify Plus in that case, being that tech enabler for them to bring their services online and basically run an entire virtual care program.

Yeah, totally agree, Nathan.

We started out as an SMB vendor until we could work our way up the value chain.

And so our first kind of 100 customers were all SMBs.

So that is, to some extent, a legacy part of our business.

I see.

We're very focused on the enterprise.

That being said, I think there's a huge long tail opportunity in SMB because

In my belief, every healthcare provider is going to have some sort of virtual care technology as part of their practice in the next few years.

So we're really focused on making that very self-serve sign-up and account management, which we don't really have today, and making that kind of a more automated part of our business so we can focus more on the enterprise.

So we we did kind of like a an angel round with kind of local investors in Toronto and and raised about 200 K that allowed us that lasted us a long time.