Peter Murphy Lewis

As someone who spends his days helping leaders find clarity in chaos, I had to stop and really think about what you're doing. Because what you built... that wasn't an audience, you've created a relationship and relationships are not rented, they're earned. So how do you actually build an audience that turns into a profitable strategic platform, aka product?

As someone who spends his days helping leaders find clarity in chaos, I had to stop and really think about what you're doing. Because what you built... that wasn't an audience, you've created a relationship and relationships are not rented, they're earned. So how do you actually build an audience that turns into a profitable strategic platform, aka product?

No, and you may have already answered this a little bit, but maybe not. I like how you talk about kind of leading indicators, listening closely in what's working and not. The M&Ms make sense to me. I think that I approach kind of growth in the same way. But I want to transition a little bit into kind of learnings from legal and then also into the media company.

No, and you may have already answered this a little bit, but maybe not. I like how you talk about kind of leading indicators, listening closely in what's working and not. The M&Ms make sense to me. I think that I approach kind of growth in the same way. But I want to transition a little bit into kind of learnings from legal and then also into the media company.

No, and you may have already answered this a little bit, but maybe not. I like how you talk about kind of leading indicators, listening closely in what's working and not. The M&Ms make sense to me. I think that I approach kind of growth in the same way. But I want to transition a little bit into kind of learnings from legal and then also into the media company.

So I don't know many lawyers who end up interviewing presidents and shaping industries. You came from law, probably the most structured traditional paths out there. And obviously, you're here. You're leading conversations that reach millions now as a media company. That leap is a big one.

So I don't know many lawyers who end up interviewing presidents and shaping industries. You came from law, probably the most structured traditional paths out there. And obviously, you're here. You're leading conversations that reach millions now as a media company. That leap is a big one.

So I don't know many lawyers who end up interviewing presidents and shaping industries. You came from law, probably the most structured traditional paths out there. And obviously, you're here. You're leading conversations that reach millions now as a media company. That leap is a big one.

I'd like to know what have you learned from the media company that serves you as an attorney and also what served you as an attorney that helped you grow into this media company?

I'd like to know what have you learned from the media company that serves you as an attorney and also what served you as an attorney that helped you grow into this media company?

I'd like to know what have you learned from the media company that serves you as an attorney and also what served you as an attorney that helped you grow into this media company?

I want to take kind of that concept of teams, but also move into one of your super niches, which is healthcare and couple it with a question around leadership. So And forgive me if I paraphrase one of your quotes from a previous interview and get it wrong, but I think it's close to what the way that you approach. So my question is, why is leadership in healthcare so slow to change?

I want to take kind of that concept of teams, but also move into one of your super niches, which is healthcare and couple it with a question around leadership. So And forgive me if I paraphrase one of your quotes from a previous interview and get it wrong, but I think it's close to what the way that you approach. So my question is, why is leadership in healthcare so slow to change?

I want to take kind of that concept of teams, but also move into one of your super niches, which is healthcare and couple it with a question around leadership. So And forgive me if I paraphrase one of your quotes from a previous interview and get it wrong, but I think it's close to what the way that you approach. So my question is, why is leadership in healthcare so slow to change?

And the quote that I found from one of your interviews says, tech's moving at light speed, but some healthcare decisions still feel like they're written on a fax machine. So even with AI and predictive analytics and tech that's practically reading minds today, decisions still feel like it's 1995 sometimes in healthcare.

And the quote that I found from one of your interviews says, tech's moving at light speed, but some healthcare decisions still feel like they're written on a fax machine. So even with AI and predictive analytics and tech that's practically reading minds today, decisions still feel like it's 1995 sometimes in healthcare.

And the quote that I found from one of your interviews says, tech's moving at light speed, but some healthcare decisions still feel like they're written on a fax machine. So even with AI and predictive analytics and tech that's practically reading minds today, decisions still feel like it's 1995 sometimes in healthcare.

Scott, what's breaking down in institutional healthcare leadership that keeps it from keeping up with the pace of real change that you and I see in other industries?

Scott, what's breaking down in institutional healthcare leadership that keeps it from keeping up with the pace of real change that you and I see in other industries?

Scott, what's breaking down in institutional healthcare leadership that keeps it from keeping up with the pace of real change that you and I see in other industries?