Phoebe Yang

So I learned a little bit of discovery.

I was able to take over.

But it was a really interesting time because we were looking at the transformation of health systems from hospitals and acute care into really thinking about what's happening in the broader world.

lives of the patients or people that we were really trying to serve in those communities.

And so I really wanted to be at the forefront of that and decided to really kind of pivot into that.

And candidly, at the same time, I had gotten married and had a child.

And so my life was looking very different, became very personal.

Healthcare became very personal to me.

But like everybody, most people I know who are drawn to healthcare, we all have a personal story where the healthcare system didn't work for us.

Yeah, you're right.

And mine was my father.

And so I was determined that when you look at the quotient of brokenness

to potential impact or impact to potential brokenness, the quotient is actually quite high there.

And you come to a point where you say in your life, I wanna have impact, right?

And so I made that sort of intentional switch into healthcare, but really always through the lens of what can technology help us do and do better?

One of the key...

predictors of success is what I call curious humility.

Understanding that you don't know everything, but actually being interested, not just at the surface level, but root causes and why

organizations operate and function the way that they do and why they're successful and why they're not.

And in a board role, you have to step out, you have to be willing to step out of an operator's role, but bring your operator's experience and lens into seeing around corners, recognizing patterns of intrinsic value, but also of lost opportunity and help to guide around those