Transcript of Scaling Sales for Health Tech Companies | Disrupt Health Tech
Disrupt Health Tech
0:04[Music]0:06Welcome to Disrupt Health Tech, the0:07podcast where we dive deep into the0:09innovations transforming healthcare. I'm0:11your host, Wendy Austin, and today's0:12segment is a part of a six-part series0:15titled Building Health Tech from Concept0:17to Care.0:19Within six episodes, we'll peel back the0:21layers of what it truly takes to bring0:23groundbreaking health technology to0:25life. From the initial spark of the idea0:27through vigorous clinical validation,0:29smart product management, strategic0:31sales, effective marketing, and powerful0:33analytics will cover the entire life0:35cycle. So whether you're an0:37entrepreneur, an investor, a health care0:39professional, or simply curious about0:40the future of medicine, this is your0:42essential guide to understanding how0:44health tech moves from visionary concept0:46all the way to delivering real world0:48care. Let's get started.1:01[Music]1:14Thank you for tuning in to another1:16episode of Disrupt Health Tech. I am1:18your host Wendy Austin and today we're1:20going to talk about when startups should1:22begin scaling their sales. My guest1:25today is Eric Gomerich who is a chief1:27commercial officer and strategic adviser1:29to many health tech startup companies.1:32Welcome Eric to Disrupt Healthtech.1:33Would you like to introduce yourself and1:35tell us more about the various startups1:37that you have or working with?1:39>> Thanks Wendy. It's a pleasure to be here1:41today and it's exciting to to be1:43discussing this topic. Um I've been in1:46health tech uh innovation work for the1:49entirety of my career starting um uh way1:52back when uh when I was implementing1:54systems in the states uh at the bedside1:56in hospitals and uh progressed into1:59sales engineering and then into sales2:01and and moved all the way up into the2:03seauite and on a multiple occasions um2:06including as a CEO um on a on a couple2:09of occasions. A lot of that work has2:11taken me around the world. Um, and I now2:14uh provide support predominantly in2:16North America, but also continuing to2:18work in Europe and and other parts of of2:21the globe. Um, and the work has been uh,2:24you know, intentionally uh, because it's2:26something I'm passionate about on the2:28early stage companies, the the2:30disrupting phase if you will, which I2:32think is uh, appropriate for for your2:35your particular podcast here today.2:40Yes. So, um, as a chief commercial2:43officer, can you speak to the biggest2:44thing that startups get wrong when they2:46start to think about selling their2:48products and or services?2:49>> Oh, wow. Um, I I don't know that there's2:51a single thing. Um, and it's not so much2:53that they get wrong, but they um, you2:56know, they may overlook certain things,2:58um, if you will. And I think um some of3:00the key things that I find uh common um3:05one is uh and we you know you commonly3:09hear the term product market fit um is3:12one of the things that that I think a3:13lot of organizations struggle with um or3:15or innovators struggle with. Part of the3:18reason is because they they see a3:20problem3:22um and in a lot of cases they3:24immediately think okay we can fix that3:25problem technology can fix that problem3:28but they don't necessarily see how that3:31that problem or that function if you3:33will fits into the broader system3:35>> of things and so they're not necessarily3:37aware of you know the precursors that3:40are resulting in the problem um or if I3:43can refer to them as the postcursors or3:45the after effects3:47uh because there may be a reason that3:48things are being done the way they are3:50as inefficient as it may seem. Um and um3:54you know so without having that broader3:57view of the whole health care ecosystem4:00and flow whether it's information flow4:03or um uh you know sample collection to4:07analysis things along those lines. if4:09they if they don't see the big picture,4:11a lot of times they will build a4:12solution for um you know that that4:15narrow specific problem that they've4:17identified, but they really struggle in4:20the implementation because of the4:22disruption it has on the workflow and4:24and the broader system. Um and so that's4:26that's one of the the challenges and you4:29know it takes it takes a lot of time um4:33and and intentionality if you will to4:36see the bigger picture because so many4:38innovators want to jump in and start4:40building their MVP or their their you4:43know their version one of their solution4:45whatever it is um and start testing it4:47with people who are oftentimes very4:50enthusiastic to do that testing with4:52them. Um, and yeah, we solve that4:54problem, but nobody's going to implement4:56it because of the disruption it has in4:57the bigger system. Um, and so that's one5:00of the big problems I think I see I see5:02commonly.5:03>> Yeah. Yeah, that's a big one. Um, so5:05we've talked before about educating the5:07market in particular when the product is5:08highly innovative and really not5:10intuitive. How important is it for5:12health tech startup to spend investment5:15dollars on educating their clients and5:17what does that typically look like?5:18>> Yeah, and that gets back to your your5:20prior question, I think. Um, you know,5:23the other the other thing that I5:25commonly see, um, you know,5:28organizations struggle with, innovative5:29organizations struggle with is5:32overestimating how innovative what5:33they're doing truly is.5:35>> Um, and um, either overestimating or5:39underestimating for that matter. So, you5:41know, there's a there's a lot of work5:43out there going on right now where5:44people talk about, you know, we're5:46innovating. Well, the fact that you're5:48implementing something for for the first5:50time in your institution, your5:52organization, your geography or5:54community, whatever, doesn't necessarily5:56make it innovative. If other people have5:57done it elsewhere, you're just kind of5:59replicating something, but you're6:00implementing it for the first time,6:02>> right?6:03>> And so, um, the reason that that's6:06important, I think, to to recognize if6:09you're truly doing something innovative,6:12people don't know about it. They don't6:13know what it is. They don't know what it6:15does. They don't understand the value6:16proposition. If people understand it,6:19somebody must have done it before to6:21help them understand what the value6:23proposition and the the capabilities of6:25this thing are. And so it's not that6:27innovative. Um, and so when you're truly6:30doing something innovative, um, you have6:33to educate before you can sell. Um, and6:36I think we're, you know, we're right now6:38in a moment of that. um when you6:41consider AI6:43>> and the way it's just it's exploding6:45everywhere.6:46>> Yeah.6:47>> But if even if you go back as as6:49recently as a year ago or two years ago,6:52how many people really understood what6:55AI was? I mean, we're still trying to6:57figure it out. I mean, you know, there a6:59handful of people on the planet that7:00really understand it, I think, right? Um7:03but you know if you go to the you know7:05the the typical chief nursing officer,7:07chief medical officer, chief operating7:10officer and talk about AI today, they7:14kind of have an idea and they're hearing7:17about what it might be able to do for7:18their organization and the value it7:20might have for their that's all the7:22educational phase. And so if you7:23immediately show up saying can I give7:25you a proposal and can we get this thing7:27implemented? Their heads are exploding7:29because they still don't know what is7:30this going to do for us. we don't quite7:32understand it. And I think one of the7:35things that innovative truly innovative7:37companies um early stage companies have7:40is they underestimate the need to invest7:43in that not just the money but the time7:46because it takes time to educate people7:49on these things. Remember these, you7:50know, these people um the these these7:53executives, they're really busy. And so7:56to find the time to learn something7:58totally new when right now they're8:00trying to put out fires day in and day8:02out and you know keep the doors open and8:04find more nurses and more doctors and8:06all that type of stuff. They don't even8:08have time to really pay attention to the8:10education you're providing. Um and so I8:13you know I like to say to my teams slow8:15is smooth and smooth is fast. You need8:17to slow down a little bit. Um and8:20oftentimes what I find from um you know8:22these innovative companies Wendy is they8:25underestimate the timeline8:27>> as a result of that um they they8:31accelerate prematurely the investments8:33in sales on this and they now have um uh8:38you know human capital as well as8:40financial capital going into selling but8:44they've started that process too early8:46and now the pressure starts to build.8:48Why aren't we closing deals? why aren't8:49we closing deals? And they get into8:51this, dare I say, death spiral, if you8:53will, of blaming the salespeople,8:56if you will, or the marketing team or8:58whatever the case is, when they've not9:00yet primed the market yet,9:02>> and it creates this tremendous amount of9:06chaos and and challenge in the business.9:08>> So hopefully that answers your question.9:10>> It does. Yeah. So um to tack on to that9:13uh what is the role of the salesperson9:14while educating the market then during9:17uh this time phrase or9:18>> yeah it's an educator9:19>> they even have a sales team.9:21>> Yeah it's an educator. It's an9:23evangelizer. Um and you know that that9:26brings up an interesting um I think9:28thing that that again commonly comes up.9:31um you know innovative companies9:33unfortunately will sometimes hire9:36salespeople who are really good9:38salespeople in selling um products that9:41are well understood9:43um you know the term I use and I know I9:46get some push back from some people when9:47I say this but commodities um you know9:49in in healthcare for example let's talk9:51about you're selling an electronic9:52health record system okay or an EMR um9:57generally the industry understands what9:58an EHR or an EMR is So they've been10:01educated. So you may be the top10:04salesperson at I'm not going to name any10:06vendors, but you know, I'm sure your10:07audience can think of some of the the10:09dominant participants in the market, but10:11you could hire the number one10:12salesperson from that company. They may10:15not be a good educator. They are good at10:18at working a client, developing a10:20relationship,10:22sorting out what the problems are that10:24that customer has, putting together a10:26proposal, and closing, you know, a a10:28deal, if you will, signing a contract.10:31Um, but they might not be a good10:32educator. And so, again, that that wrong10:35fit. Have we taken a really good10:37salesperson, brought them into the10:39company prematurely, un unbeknownst to10:41us, prematurely, expected them to do10:43certain things that they don't have the10:45competency to do. Um, and then when they10:48fail, oftentimes we look at the10:51salesperson being the failure rather10:53than having put the right person in the10:55right seat to do the right thing.10:56>> Um, so I think that's one of the big the10:58big challenges that we see.11:00>> Very good. So um we often hear startups11:04in that stage 0ero to one meaning they11:06have zero or one client or a stage one11:09to 10 phase meaning they have less than11:1110 clients. Um you know during those11:14phases what do you think some of the11:16pitfalls of doing major product changes11:18are based on this low number of clients11:21at that early stage?11:23>> Yeah and and and again that's that11:24that's a bit of a common common theme.11:26It gets back to the product market fit.11:29Um you know a11:31I think a lot of a lot of your your11:33viewers and and a lot of a lot of us out11:35here are familiar with um you know the11:38sentinel work of crossing the chasm.11:40>> Yeah.11:40>> And and all that identified and you know11:42when you're pre-casm when you're truly11:44doing something innovative um we may11:47have a hypothesis on what the value11:49proposition is um the benefits that it11:51will deliver. Um but we don't11:53necessarily know and just because11:55somebody has agreed to explore this with11:57you, you know, they'll be your first11:59customer or you know amongst your first12:0110 as you say customers and they as an12:04organization have a desire or a need to12:07truly innovate. Um you know you are12:09addressing a problem that is um if you12:12will life-threatening to their12:14organization and and they're prepared to12:15go ahead and give this a try. you're12:18starting a journey of exploration with12:20both of both of you. Um, and we don't12:23know enough yet. And so when that12:25customer comes back or those few12:27customers come back and say, could we do12:29this, could we do that? Oftentimes, I12:32think this is, you know, kind of at the12:34foundation of your question, oftentimes12:35we want to say yes because we want to12:37keep that customer happy.12:38>> Yeah.12:39>> But it oftentimes can take us off the12:41path of what we're really trying to do.12:42And and again back to my earlier12:44comments um you know one of the12:46challenges is um around this workflow12:50integration and and the disruption12:52across the whole continuum this the12:55process thing and a lot of these changes12:57end up being about well how can we12:59integrate this into the process.13:00>> Yeah.13:01>> And you see the whole company start to13:03change13:04>> um in that regard and the challenge in13:07that it's not tough if you got one13:08customer. You just kind of go where they13:10tell you to go.13:11>> Yeah. Exactly.13:12Ironically, when you if you step back13:14from that and consider that, okay, so13:16you're a consulting company building a13:18custom project or product for one13:20customer. That's what that's what you13:21are is you're now,13:23>> you know, a a consultant.13:25>> Um,13:27>> now the question is, do the other nine13:29customers that are coming next or the13:31next 90 or 9,00013:33>> have the exact same need? And if you13:36have not done your analysis again on how13:39do we fit into the whole continuum the13:41whole process the whole workflow all of13:43that is this a consistent thing that is13:47scalable across a large market um do13:50they have the same problems all of that13:52you know a lot of times you can end up13:54spending a lot of R&D dollars13:56development dollars etc um you know13:58fixing a solution that becomes a one-off14:00for a very small size market if you will14:04>> yeah and I can think of quite a few14:06startups that I think fell into that14:08trap. Um, and they're no longer around14:10now. Um, some pretty high14:14>> uh profile ones as well.14:15>> Yeah. And I and I think it I you know in14:18in my experience I think it one of the14:20things that I've seen for companies that14:22have been successful is a very strong14:26understanding that we are still in the14:28MVP or minimally viable product stage.14:31We are at the ear. We're not ready to14:33scale this thing yet.14:34>> Right.14:35>> Right. Yeah. We had one customer. We've14:37now got five. We've now got 10. We've14:38now got 15. But we haven't necessarily14:41really nailed down what is the solution?14:44What's the value proposition? How broad14:46does the solution need to be to fit into14:49that workflow that that continuum if you14:51will? Um or how much can we narrow it14:53down? and they get on this cycle of14:56instead of spending time, money, energy14:59on the evangelizing and the education of15:02the market, they pour more money into15:04R&D and building more product and more15:06features because the customers have15:08asked for it.15:09>> Um, and so now again, you've built15:11something for a very small market. The15:13rest of the market doesn't understand15:14what the problem is you're trying to15:15solve or how you solve it that's unique.15:18So they're not out going to Google15:19looking for the solution. you know, find15:22me a um a wijime wig. Um you nobody15:25knows what a wig wig is, so nobody's15:27searching for it. So, you know, you15:29don't need a lot of marketing dollars15:31yet.15:32>> Yeah.15:32>> Need to go prime that market. And if15:34you're putting too much money into the15:36product development side, you you kind15:38of get into this trap again. And then15:40and then, you know, if if you're in a15:42situation where you've got external15:44investors,15:45>> you start getting pressure from them15:47saying, "Look, we've continued to pour15:48money into building this product. What15:50where where are the sales coming from?15:53>> Right. And so you get caught in this15:55trap,15:56>> right?15:57>> So um and this kind of goes into this,16:00but we've talked previously about some16:02standard patterns that you've seen for16:04healthcare brands um and you know16:07identifying those patterns to know when16:09they're ready to scale their sales.16:11>> Uh can you expand upon what you think16:13those patterns are? Yeah, I think you16:16know it's I I I I can't name that, but I16:18remember in particular one of the16:19companies I worked with um um I I16:23actually was the chief commercial16:24officer. Um wasn't wasn't the official16:26title at the time. We weren't using that16:28title, but uh I was I was responsible16:29for revenue generation. Um, you know,16:33there was a point where16:36two of the I will say product16:38evangelists that we had, I wouldn't16:40necessarily call them salespeople16:41because again, we were still in this16:43education phase,16:44>> right?16:45>> They came to me on a Monday morning in16:47our in our weekly kind of standup. Um,16:50and they said, "We don't have a lot16:52going on this week. There's not a lot16:53for us to do." And that was the epiphany16:55of me. You mean the market is no longer16:58needing the education because my sales17:00guys are telling me they're buried? So,17:02you've seen this flip from I don't17:06understand what you're doing to people17:08saying I need to see what you are doing.17:11>> Yeah, that's great.17:12>> And it's not just the marketing17:13awareness, right? It's now you're17:15starting to see people using keywords17:18and searches and things along those17:20lines. They're starting to look for a17:22solution like yours. That's the point17:25you start saying we are transitioning17:26from education into sales.17:28>> Yeah. Yeah. Yeah. Very good. Um so given17:31that pattern uh when would a startup17:35know that they're ready to scale up the17:37sales enablement hire sales staff or17:40should they have been doing this all17:41along?17:42>> Yeah. Well and and that's a that's17:43another interesting thing. So um and17:47again it's a common thing that I've seen17:49um early stage companies struggle with17:50is you know I'm a believer that17:55virtually everybody um all of us as17:58individuals have experience in sales but18:01on the buying side we are the consumer.18:03>> That's true. Um and right so we you know18:06we know we walk to the grocery store we18:08have the freedom to walk around and18:10choose the products we want and yes18:11we've been influenced by the advertising18:14that's that's been happening we walk18:15into Best Buy saying I'm looking for a18:18television okay you're posted education18:20at that point I know what a TV does18:22right so I'm going out looking for a18:24television so we all have these these18:26personal experiences um on the on the18:28buying side and we tend to what what I18:31have tended to see in a lot of of18:32companies that have struggled we bring18:34that mindset into, okay, well, this is18:36how the sales process works. And it's18:39not the same thing. First of all, you're18:40dealing in in what we're talking about18:43today. We're dealing with businesses18:45buying, which are different than18:46consumers buying.18:48>> Um, and when we're still in that early18:52phase, the education phase, and even18:55just as we're moving out of the18:56education phase, customers typically18:58don't know how to buy your innovative19:00product. like they don't even know who19:02do they need to bring from their19:04organization into the decision-making19:06cycle. We see this a lot on the IT19:10technology side where you know we may go19:13present to a chief medical officer,19:15chief nursing officer who whatever the19:17case may be they love the idea they're19:19in a place where they can do innovation.19:21They might have some budget. They sign19:22up as your first or one of your first 1019:24customers back to your example. Um they19:28go ahead and implement the solution.19:29We're seeing ROI. they're seeing19:31positivity or benefits, all that kind of19:33stuff. They never involved the IT19:35department.19:36>> Yeah.19:37>> Right. Because this was a this was an19:38innovative exploration maybe grant-f19:41funded project. Um and so all of a19:45sudden the mindset from the you know the19:47seauite of the innovation company is oh19:50look at this we met this person this CMO19:52at a conference. It was 60 days later we19:55signed a contract. There's our sales19:56cycle. We now know we can close these19:58deals in 60 days. Um, no. What you20:01closed was this experimentally20:04innovative type of of project,20:06>> right?20:07>> And so you can't build, you know, your20:10your whole sales model, your commercial20:12model based on a 60-day sales cycle.20:14>> You don't know what the buying process20:16is yet. And so back to your your20:19question and and I am addressing it in20:21that the scaling um and the enablement20:25is also dependent on us learning what is20:28going to be the buying process from the20:30customer for this new solution that if20:33it is truly innovative they don't know20:35how to buy right20:36>> so I may need salespeople that don't20:39respond to an RFP they're not going to20:42issue an RFP they're not going out20:44shopping for a solution that's20:46innovative yet,20:47>> right?20:48>> But they are a droid at working with the20:50customer to help the customer figure out20:53their own internal buying process.20:55>> Um, and so we may, for example, say to20:59somebody, look, I know you're all21:00excited about this. You know that your21:02colleague, the CMO down the street, has21:04seen great great effect with our21:06solution. We're really excited to work21:07with you. Have you considered that you21:09might want to bring it into this21:10conversation before we get too far down21:12the road? Like, let's proactively21:14disrupt the process. It's gonna slow21:17down the sales process conceptually21:20because it's going to seem like why are21:21we having so many meetings? Because they21:23need to have these meetings to get to21:24the point where they can sign a contract21:26and implement your solution. And if you21:28put your head in the sand thinking nope,21:29we can do this in 60 days,21:31>> it's going to get stopped on the 59th21:33day in the process and have problems.21:37And so there's this learning process.21:38And once you learn what that buying21:41process is, we can now design our sales21:45process and all of the enablement tools21:47we need to go after that. And that21:49includes doing things like identifying21:51what is the ident um um the optimal21:54customer profile or the ICP um you know21:57if you will um who should we be21:59targeting? Now you got that information.22:01Now it's time to turn on marketing as22:03well because if until I you know until I22:06know who I'm going after and what I'm22:07saying and what the value proposition is22:10probably don't need a lot of marketing22:12>> right22:14>> so uh between the educating the market22:18between finding the right people to have22:21in the room um and then you know the22:24actual sales side of things. It sounds22:27like this is going to take a long time.22:29Um, so how long does it typically take22:31for a startup in the health tech space22:33in particular to really see sales coming22:35in consistently?22:36>> Yeah. Well, I that's that's a bit of a22:38loaded question. Um, uh, and and again,22:42from my perspective,22:45in my experience, um, it depends on how22:49early the founders embrace some of these22:53things I'm talking about,22:54>> right? um if if you know if they realize22:57look we are not ready to sell we need to22:59continue educating even though we've got23:01three customers and they're raving fans23:03for our product we're not there yet if23:05they have that um and I'm using three as23:08an example if they have that23:11um that that diligence and and that23:14commitment to understanding you know23:17this process the whole time to scale23:20gets a lot shorter when they don't they23:23end up going off on these tangents and23:24down the path that just burn a lot of23:26time. And not only when they realize it23:29do they need to correct it, but a lot of23:31times they have to unwind a lot of what23:33they've done. For example, it's not23:34uncommon um that they may have taken on23:37some customers and made product23:39enhancements like you were asking about23:40earlier and now realize we don't want to23:43support those customers in this use case23:44anymore. So now now we have to abandon23:47customers that we've had because we've23:49realized our real product market fit is23:51in a slightly different place.23:54um may have to do things like lay off23:57some of my salespeople or things like23:59that because I hired the wrong type of24:01salespeople, you know, all of this type24:02of stuff. So, there's a lot of unwinding24:04that needs to happen. Uh if you're not24:07careful, now I got to deal with the fact24:09I got to go raise more money because I24:11burned capital that I, you know,24:13inefficiently um and now I got to go24:15raise some more money. So when it's done24:18well, I think um you know from the time24:21that we have the first demonstrable,24:25I'll call it an MVP of the product and24:27we're going to go show it to or it let's24:30say implement it to the first customer.24:33I think you're probably on a good24:35two-year time frame if you're doing it24:37well before you can get it to start24:39scaling it into that that true sales24:42mode. I think you need a good two years24:44of educating the market and learning24:46from the market.24:47>> Yeah.24:47>> Um at a minimum.24:49>> Okay.24:50>> All right. Wow. That's uh I think that's24:52actually very helpful for quite a few24:54startups that might be listening today.24:56>> Let's talk about your advising company,24:59Exipius. Um it's a very interesting25:01name. Uh would you like to share what25:03the services are that you provide and25:05how you came up with that name?25:07>> Yeah, I mean Essipius is the uh you know25:09the Greek god of medicine. Um it's not25:11spelled the way that that we have. Um25:13we've we've put a play on it with the25:15the word ask at the start of it. U but25:18it is pronounced eskeipius. Um people25:20will commonly know of it. It's the uh25:23the ask with the the snake uh around it25:27the symbol the medical symbol that25:28that's esipius. Um and so of course we25:32we put ask in the name because uh people25:34ask us for help. And so the services25:37that we provide um are really on the25:40commercialization go to market um type25:43of things. Um a lot of times it has to25:45do with bringing brand new products to25:46the market. Um again a lot of the things25:48we've already discussed um today uh with25:51respect to you know we've got an MVP, we25:53got a few customers. Um we seem to be25:56stalling in sales. Why are we stalling?25:58How do we fix that? How do I identify um26:02uh product market fit? Things along26:03those lines. The other thing that we do26:06um quite frequently is help people cross26:08borders. Um uh you know particularly I'm26:11I'm a a dual American and Canadian26:13citizen. Um have a ton of experience on26:16both sides of the border and family on26:18both sides of the border and homes on26:19both sides of the border. So I go back26:21and forth across the border. Very very26:24different health care systems obviously26:25between Canada, the United States. Um26:28Canada is more like um you know a lot of26:32other uh what what are commonly referred26:34to singlepayer or socialized health26:36systems. Um but quite honestly Canada is26:40not exactly the same as all the others.26:42Um and uh you know organizations trying26:46to bring their solutions into other26:48markets um are challenged a lot of times26:50in understanding again that systemic26:52process. How does the money flow through26:54the system? How are people reimbursed?26:56who's responsible for what. Um, a lot of26:59variances on these things. Um, and being27:02able to get that messaging correct is is27:04something we help with with a lot of27:06these companies. And then we actually,27:07you know, we do work for the company.27:09So, it's not just on the advising side.27:11So, they'll bring some of our our folks27:12in um on a fractional basis um you know,27:16as you know, a part-time sales director27:18or part-time marketing director or27:20things along those lines. Um, and so27:22those are the kind of services that we27:24provide.27:24>> Good. Well, thank you so much for your27:26time today, Eric, and I really enjoyed27:29discussing identifying when startups are27:31ready to scale their sales efforts. Um,27:34for more information about either27:35Disrupt Health Tech or Esius, please see27:38the links below. Thank you so much for27:40attending today and see you next27:42episode.27:43>> That's great. You nailed the name.27:46>> Very good. Remember,27:52this is just one episode of a six-part27:54series, and each one will bring you27:56closer to understanding the full picture27:57of health tech innovation. You won't27:59want to miss all six. Please be sure to28:02subscribe to Disrupt Health Tech, so you28:04don't miss a single episode of the28:06series, Building Health Tech, from28:07concept to care. Thank you so much for28:09listening, and join us next time for28:11more insights into the future of28:12healthcare technology.
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