Venkat Mocherla
speaker
203 appearances
2 recordings
1 series
first heard Jan 2025
last heard Feb 2025
Venkat Mocherla’s voice in public audio — every appearance, attributed to the second.
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Appearances
So I think educating yourself in that all sorts of investors come in all shapes and sizes and knowing which one is the right fit for you is also, also goes a long way. Sorry, I didn't mean to mean to cut you off, but it's sometimes people.
Yeah, I mean, I think I'm really conflicted on this. On one side, I think absolutely you need to build a ethical business where you're very clear and transparent with your customer of what do you need the data for? How are you going to train the data?
And, you know, and where is the data going to go and what are all the safeguards behind that data set so that that the customer ultimately knows that you're not packaging that data and selling it to, you know, let's just say that if you're getting data from health systems and you're selling it to, you know, the life sciences companies, you're very clear about that business model and you're very clear about the process and the infrastructure you have to enable that in a very safe way.
So I think there's no ifs and buts on transparency and ethics around that at the same time scott i think i've seen multiple occasions where when the rules of the road have been defined before the as the as the space is sort of infant uh in its nature it's it's you know right now i think AI is still in the neonatal unit infancy.
I think we're in the early era of a multi-decade transformation that is fundamentally gonna be as revolutionary as driving with my mom and dad in the Mazda MPV using MapQuest or Triptych. to sitting in, you know, just yesterday they were in a Waymo car in San Francisco.
I think that transformation is going to happen where autonomy in health care is possible and it's going to be incredibly revolutionary. But I just think we're in such early innings that I think in the name of I think what I've observed is
The fastest way that big companies can crush little companies is they use safety as a cloaking mechanism, because they've got the policy teams, the K Street people in D.C. to be able to sort of say, hey, we could do this because we have an army of lawyers and we've got all the quote unquote experts. And so I think I'm sort of speaking of two sides of my...
I think it's like, you know, one, absolutely be incredibly transparent, invest in security, invest in safety. And I think, by the way, increasingly places like the Mayo Clinic and others are establishing frameworks where they can sort of understand the outcomes and efficacy of your algorithms, of your software in AI. So there's sort of gold standards of what's getting stamped.
And by the way, investors do a ton of diligence themselves. At the same time, when we're talking about sort of legislation and policy from DC, I also am sort of mindful of that as well. So there's sort of two sides of the coin.
I mean, my advice to founders is, Scott, I think this is like, boy, this is like one of the most exciting times to be in healthcare. I think, again, I've sort of, I have this,
This moment where, again, as I saw my parents in a Waymo car yesterday together going off and experiencing the ride, this is like an amazing time to give superpowers to clinicians, to the administrative teams, to patients, and change the experience of how you navigate healthcare, how you administrate it, and how you deliver healthcare.
So I think this is the most optimistic, bullish time I've ever been in my 15-year career doing this. And the advice I always have is this. Focus on customers. I think I've said this before. Focus on your team and then think about capital. Do not invert that trend. Don't think about investment first, then your team, and then customers. So that's one. Focus on the last mile. I think that's another.
The last thing I'll say is it genuinely takes a village. The only reason that Midstream has gotten off the ground with I think a world class team, a world class set of investors, world class set of partners is I've been able to build this village because so many people have generous been generous to me and our team and my co-founder.
And so do not you know, people are so generous in terms of people like you, Scott, and others in my career, you know, have been so generous with their time and mentorship. And so you, you often, I think people just, they say, I think you might've told me this, Scott is like, you ask for money, you get advice and you ask for advice, you get money, you know?
And so, so you sort of, I think when you reach out to somebody genuinely out of like, Hey, I'm trying to navigate this, you've, you've been in this space for 15, 20 years, whatever it is, can you help me, you know, navigate it versus just asking for dollars or asking for, you know, business from a customer, that's a very different approach.
The last thing I'll sort of say for, you know, I think, you know, investors in this space, I think my advice to investors who are outside of health care coming into health care is that there's just never been a better, better time in this space that this is a four and a half trillion dollar problem set in the US. But globally, I think the issues are actually, you know,
quite similar in some senses and obviously different. And so I think that there's never been a better time for investors to come in. The only thing I'll sort of tell them is that, you know, from the outside in looking in in American health care, a lot of things might make sense on paper. So, you know, revenue cycle in AI seems like such an obvious fit. But there's so many nuances.
So for people, again, coming into this space for the first time, get into the details of those nuances because payment flows, regulatory policy, all the stakeholders that are involved in making a decision set are radically going to influence an ability for a business to come in and scale at the speed at which venture capital wants it to scale.
For people who've been inside the space forever in healthcare, who do not need a PhD paper on RevCycle, because they've been through 10 RevCycle companies, I think I've been amazed at the set of talent coming in from the outside in.
It used to be, Scott, I think you and I have been, we've seen a lot of these entrepreneurs that frankly not are as humble, not as sort of growth-oriented in learning, but this new generation of entrepreneurs, Scott, been very impressed. They are headfirst. They want to learn. They're so eager, so curious.
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