Venkat Mocherla

The reason he can go the distance is because his dad, he grew up in West Virginia, Scott, and, you know, as a rural physician, the four hospitals his dad's worked in before this have shut down. And so he's mission oriented to go the distance. When I think about, you know, someone you and I know, Mehul Mehta, who started a company called Fairy Health. Yeah, he's brilliant.

The reason he can go the distance is because his dad, he grew up in West Virginia, Scott, and, you know, as a rural physician, the four hospitals his dad's worked in before this have shut down. And so he's mission oriented to go the distance. When I think about, you know, someone you and I know, Mehul Mehta, who started a company called Fairy Health. Yeah, he's brilliant.

He's identified this amazing space on how do you apply AI for navigation. But his dad had an acute event and he and his brother got activated around, hey, this is not acceptable. We're really smart people. We've got means. And yet it's so hard to navigate this very complex health system. Or Vikas, in my mind, who...

He's identified this amazing space on how do you apply AI for navigation. But his dad had an acute event and he and his brother got activated around, hey, this is not acceptable. We're really smart people. We've got means. And yet it's so hard to navigate this very complex health system. Or Vikas, in my mind, who...

worked at Glassdoor and is now trying to figure out how to navigate for physicians. And so there's this, there's a sort of, I think founder market fit. So we spend a lot about team and then timing. I think that things got, you know, Mark Andreessen famously said is that, you know, you gotta just admit that all ideas actually work out. The question is when.

worked at Glassdoor and is now trying to figure out how to navigate for physicians. And so there's this, there's a sort of, I think founder market fit. So we spend a lot about team and then timing. I think that things got, you know, Mark Andreessen famously said is that, you know, you gotta just admit that all ideas actually work out. The question is when.

you know, and that timing is, that's the last thing I'll sort of say is the timing.

you know, and that timing is, that's the last thing I'll sort of say is the timing.

Yeah, yeah. Look, I think it's a phenomenal point because I think if you and I talk to CEOs and CIOs all day long and the thing they're constantly thinking about is they've got a couple hundred, maybe if not a thousand vendors to think about. And if you're coming to them with saying, hey, I'm going to solve this little tiny problem for them.

Yeah, yeah. Look, I think it's a phenomenal point because I think if you and I talk to CEOs and CIOs all day long and the thing they're constantly thinking about is they've got a couple hundred, maybe if not a thousand vendors to think about. And if you're coming to them with saying, hey, I'm going to solve this little tiny problem for them.

The question that, by the way, crushes my soul to ask is like, is this on Epic's roadmap, which is basically like that pit in the stomach of this idea might not make it to a meeting. But I think, Scott, I'd say two things. One is that, look, you might be worried about point solution.

The question that, by the way, crushes my soul to ask is like, is this on Epic's roadmap, which is basically like that pit in the stomach of this idea might not make it to a meeting. But I think, Scott, I'd say two things. One is that, look, you might be worried about point solution.

And if you're an investor, you're thinking about how does a great entrepreneur come up with a second and a third act? But let me be very clear. You have to nail the first act.

And if you're an investor, you're thinking about how does a great entrepreneur come up with a second and a third act? But let me be very clear. You have to nail the first act.

So I think that if the pain is so high that whatever I have, Epic, Microsoft, Oracle, whatever the platform that I have that's trying to solve everything, if the pain is still too high, I'm willing to sort of think about the second path. And so I think that you're right in the long term. No one point solution can make it. And you need a comprehensive map, I think.

So I think that if the pain is so high that whatever I have, Epic, Microsoft, Oracle, whatever the platform that I have that's trying to solve everything, if the pain is still too high, I'm willing to sort of think about the second path. And so I think that you're right in the long term. No one point solution can make it. And you need a comprehensive map, I think.

But I think far too often entrepreneurs at least talk about platforms before they become one. And so you really want to think about the first act. That's great. I think over time, Scott, you're absolutely right. I think the question is, how do you build a space that is unique enough that where other people can exhibit?

But I think far too often entrepreneurs at least talk about platforms before they become one. And so you really want to think about the first act. That's great. I think over time, Scott, you're absolutely right. I think the question is, how do you build a space that is unique enough that where other people can exhibit?

I think in my experience in the last 10 years of working on AI companies, you know, from the days of Juventus to now Midstream, I think the core differentiation you have is not always in the technology, which increasingly can get commoditized. It is more in the last mile. It's like, how do you understand change management? Can you change someone's behavior? Do you understand the workflow?

I think in my experience in the last 10 years of working on AI companies, you know, from the days of Juventus to now Midstream, I think the core differentiation you have is not always in the technology, which increasingly can get commoditized. It is more in the last mile. It's like, how do you understand change management? Can you change someone's behavior? Do you understand the workflow?