Venkat Mocherla

And by the way, you have to do it in a secure way with the right governance, with the right privacy. And so if you are using a model from DeepSeek, there's implications for that. But at the end of the day, it's as simple as that, Scott. Are you delivering value to the end user? So to me, my mantra has always been think about the last mile.

And by the way, you have to do it in a secure way with the right governance, with the right privacy. And so if you are using a model from DeepSeek, there's implications for that. But at the end of the day, it's as simple as that, Scott. Are you delivering value to the end user? So to me, my mantra has always been think about the last mile.

Yeah. Yeah. I mean, I can completely empathize with that. And I think, you know, finding finding the right partner is half the battle in building a company in health care. So I think there's a couple of things, Scott. I think first is understanding there's a there's a sort of there's a famous book that's now been written for a long time called Crossing the Chasm.

Yeah. Yeah. I mean, I can completely empathize with that. And I think, you know, finding finding the right partner is half the battle in building a company in health care. So I think there's a couple of things, Scott. I think first is understanding there's a there's a sort of there's a famous book that's now been written for a long time called Crossing the Chasm.

And I think in written by the guy named Jeffrey Moore, I believe. But the thing about the crossing the chasm is think about your customers as a sort of like there's tiered of there's early adopters to sort of the late, you know, majority. Right. So Back in the day, there's a person who always lined up for getting the first iPhone to the person who's still using a flip phone.

And I think in written by the guy named Jeffrey Moore, I believe. But the thing about the crossing the chasm is think about your customers as a sort of like there's tiered of there's early adopters to sort of the late, you know, majority. Right. So Back in the day, there's a person who always lined up for getting the first iPhone to the person who's still using a flip phone.

And I think far too often, entrepreneurs focus on selling. They treat everybody like it's one sort of homogenous customer set. So I think... understanding and doing some research on who are the early adopters of technology and who like to be on the bleeding edge.

And I think far too often, entrepreneurs focus on selling. They treat everybody like it's one sort of homogenous customer set. So I think... understanding and doing some research on who are the early adopters of technology and who like to be on the bleeding edge.

You know, systems, you know, in the health system world, you know, there's systems like common spirit that like to be on the bleeding and trying to think about new things. And in some cases, or New York Presbyterian, like in another, right?

You know, systems, you know, in the health system world, you know, there's systems like common spirit that like to be on the bleeding and trying to think about new things. And in some cases, or New York Presbyterian, like in another, right?

So I think actually doing some homework on not just the systems, but who are the people inside these systems that have successfully brought in AI companies, navigated it through and have a perspective on what does it take to help you do that? So I think first step for any entrepreneur is do your homework and finding the right early adopters of technology. The second piece I would say

So I think actually doing some homework on not just the systems, but who are the people inside these systems that have successfully brought in AI companies, navigated it through and have a perspective on what does it take to help you do that? So I think first step for any entrepreneur is do your homework and finding the right early adopters of technology. The second piece I would say

is trying to actually get to the core P&L owner because, you know, so often I think you might just have an idea, but the operator at the end of the day or the clinician or whoever your end user is can quickly tell you if it's worth their time or not.

is trying to actually get to the core P&L owner because, you know, so often I think you might just have an idea, but the operator at the end of the day or the clinician or whoever your end user is can quickly tell you if it's worth their time or not.

And so you might spend all of this energy in navigating this organization, et cetera, but at the end of the day, that core user, if they're like, this is not worth my time, then all of it is a waste. So again, somebody told me early in my career, yeses are obviously great, but the quick no after that is your gift. What kills these companies is a maybe. Right.

And so you might spend all of this energy in navigating this organization, et cetera, but at the end of the day, that core user, if they're like, this is not worth my time, then all of it is a waste. So again, somebody told me early in my career, yeses are obviously great, but the quick no after that is your gift. What kills these companies is a maybe. Right.

So so so I think actually getting to that. And the last thing I'll sort of say is, gosh, you need you need a village to to like partner and collaborate with these health systems and payers and life sciences companies. And so, you know, I find the entrepreneur community, the investor community, other health systems, they're incredibly collaborative. And so ask, reach out for help.

So so so I think actually getting to that. And the last thing I'll sort of say is, gosh, you need you need a village to to like partner and collaborate with these health systems and payers and life sciences companies. And so, you know, I find the entrepreneur community, the investor community, other health systems, they're incredibly collaborative. And so ask, reach out for help.

And people like me or others who have been in this industry for a long time can kind of give you a little bit of sort of rules of the road. And so those are some thoughts, Scott. And then I will say, because there's so many AI companies, if you're an executive, I feel for them. Every day, their inbox is flooded with 100 new ideas.

And people like me or others who have been in this industry for a long time can kind of give you a little bit of sort of rules of the road. And so those are some thoughts, Scott. And then I will say, because there's so many AI companies, if you're an executive, I feel for them. Every day, their inbox is flooded with 100 new ideas.