Tim Doyle

So Normal's the only example of this where we had a model where we would bring in GMs, give them kind of like a big lick of equity and kind of have them run the brand.

And we would provide all the support services around that.

So the GM of that brand, who was like the founder of that company, she spun out and took it with her and ran it independently to substantially more success than we were running it as part of the portfolio.

Yeah.

I mean, the other ones we didn't really make, to be honest, like we have software and kin just sitting, running, you know, spitting out a small amount of cash that kind of helps to pay our Claude bill or whatever, you know?

Terrible.

Terrible.

And I made every mistake in the book.

I was flippant about the categories, need for disruption.

I probably hadn't spent enough time in the system itself to actually think about the

the necessary tensions that exist.

And then we just copped a whole lot of bad faith attacks alongside that as well.

We were described as like the McDonald's of medicine, which I'm not really even sure to this day what means.

And then when we started prescribing the GLP-1s, which was, you know, maybe five years ago now,

very early in the time of these things, like we went to a huge amount of effort to understand like what the impacts of these medications were going to be on individuals and on society as a whole and got like pretty much formed the view that they were going to be transformational very early on and pretty much bet the company on it.

And built a prescribing and care management infrastructure around that, that was like very high quality and very safe.

So to then get like these attacks kind of like straight after, which was like, firstly, like attacks on the medications themselves, which were kind of lazy and built off this thing, which is like thinness is a virtue must be earned, which I think is a very Australian thing.

Um, and then to have like, how dare, um, someone's weight be managed through a digital health platform.

Which is just absurd because we have 30 touch points between orders, whereas if you're in a physical setting, you have one or zero.

So it's a clear step up in the quality of care for that particular modality.