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What Happens After the Doctor Visit? How Starlight Is Reinventing Follow-Up Care · StartUp Health NOW Podcast

• 0:00
  [on-hold music] Welcome. My name is Unity Stoakes, co-founder at Startup Health. I have a very special guest today, a health transformer named Nandan Rao from Starlight Healthcare.
• 0:15
  Gonna dig in to Nandan's background, which is really interesting.
• 0:19
  He's a statistician and really a systems-level thinker, and I wanna talk all about how he's bringing his mindset, his way of thinking to the cardiometabolic moonshot with Starlight, and really what he's created to really build a virtual preventative care clinic to help people with diabetes, hypertension, different chronic conditions really manage their health with personal health coaches in between the doctor's visits.
• 0:49
  Stick around. We're gonna have a deep conversation with Nandan Rao from Starlight Health. So I am here with Nandan Rao from Starlight. How are you, sir? Doing well. How are you doing, Unity?
• 1:00
  Are you in your Brooklyn today? Where are you? Right now I'm visiting family in Oregon. Oh, okay. West Coast like me. I'm in Berkeley.
• 1:08
  I always like to, with health transformers in our community, learn a bit about you as a person, a little bit more about your origin story, your background. I think you've got a really interesting back- background.
• 1:21
  We were just talking about how you make movies as well. You- you're a statistician. I think you're a systems-level thinker in a lot of ways. So what's your origin story?
• 1:30
  How'd you get, how'd you get started, I guess, in health innovation? Yeah. Yeah, happy to walk through that. As you said, I used to make movies. I can't say I make them anymore. So I used to make small independent films.
• 1:42
  Was a cinematographer primarily, and that was my first career. Then I got into, started my first company, like a platform, back in 2012. It was a two-sided marketplace for filmmakers and film festivals
• 1:58
  back when everybody made two-sided marketplaces, so [chuckles] that's what I did too. And that got me into programming, computer science.
• 2:06
  Ended up leading technology at a venture-backed machine learning company in 2015, and that got me into statistics. Then I went back to school. So you were early on the machine learning, and then- Yeah...
• 2:19
  also kind of longtime technology, kind of leveraging technology for, in, in that case, it sounded like film and marketplace innovation. But yeah, and then what kind of, what was the...
• 2:32
  what kind of pushed you over the line to wanna do impact with Starlight, focus on kind of this mission? We'll talk about what that is here in a second. Yeah. So that was a very, an interesting story.
• 2:44
  So I was actually doing a PhD in economics in Barcelona, and then my father got sick, and so I came back to the US to spend some time with him, and he was in and out of the hospital.
• 2:58
  And he had a digital health company that he had started several years ago, and they had focused on supporting folks with diabetes and cardiovascular disease and hypertension.
• 3:10
  And my father himself had diabetes and had suffered through that a lot, so they had focused on that and focused originally on working with self-insured employers, with payer groups. And so I came back.
• 3:21
  In addition to my father being in the hospital, I got a chance to really sit down with him and figure out what's going on with the company, and the reality is that market had... they had really gotten hit hard in COVID.
• 3:33
  They had lost 80% of their revenue overnight, literally, with the pandemic. And so we kind of sat down and
• 3:40
  spent about a year and a half thinking about how to rebuild the team, rebuild the technology, and actually pursue a new market and a new vision where we're really focused on supporting physicians with value-based care now.
• 3:51
  So we saw a new opportunity there, but yeah, really entirely driven by, by my family. Yeah, I think a lot of the best innovation is where you, anyone experiences it, knows the true need firsthand.
• 4:05
  And then also you referenced COVID.
• 4:07
  I mean, that was such an important moment where a lot of these tools and technologies had been around for so long, but now the world was waking up to, wow, we need to be able to have virtual care or virtual platforms that enable the doctor-patient relationship to continue or health to continue in between visits.
• 4:30
  And so that was a, it sounded like a really defining time for you.
• 4:34
  Absolutely, and I think what was happening around COVID, at least what we see, is that pre-COVID a lot of the remote care was done through the payers because they could have flexibility, right?
• 4:44
  Basically, you could work with an insurance payer, and as long as you can convince the insurance payer it's worth it, you can offer any service to their members, right?
• 4:51
  That's what was going on before, and what we really saw in the last five years is a lot of innovation in billing codes coming out of Medicare, um, and that innovation for more and more remote billing codes from remote patient monitoring to chronic care management, principal care management, advanced primary care, right?
• 5:07
  This constant innovation there creates a lot of scope to take that innovation and not just have to work through the payer and these small employer groups, but actually be able to work directly with doctors and accept all insurances, 'cause as Medicare accepts it, commercial payers follow, and Medicaid as well.
• 5:25
  And that sort of allows us to move that innovation of saying we're doing remote, preventive, proactive care.
• 5:31
  Let's actually bring it into the mainstream, into the main medical system where we're actually working with the physicians within these large health systems and their large amount of patients.
• 5:41
  Let's talk about Starlight so we can frame this and really dig into the discussion. How do you, how do you describe Starlight today, and what's your mission? Yeah, great question.
• 5:53
  Depends who I'm talking to, but at a fundamental level what we do is we help patients do what their doctor told them to do. Yeah. And that's one of those things that isn't, it isn't easy.
• 6:01
  It isn't easy to do what your doctor told you to do. It's actually really difficult. And for doctors, it isn't easy to get patients to, to follow the instructions.And so that's our job, that's our specialty.
• 6:12
  So we collaborate with those doctors, with physicians, with medical groups, both outpatient groups, so think your primary care doctor, but also with hospitals.
• 6:22
  And we need to help patients after they get released from the hospital, after they get discharged, we're there to help them in that period after follow all the instructions that they got out of the hospital and make those changes to make sure that they stay safe and they recover.
• 6:37
  And the same thing for folks with chronic conditions. We work with their primary care doctor, say, "Great, you got diagnosed with diabetes. You have to make all these changes to your life.
• 6:45
  We're the ones that are gonna help you do that." And so we do that with evidence-based practices to help you change your behavior, but also with devices.
• 6:53
  We're providing glucometers, blood pressure cuffs, these devices so that we can help track your biometrics as well and support you along that journey. That's great.
• 7:04
  And then so a patient, they don't have to re- this doesn't replace their doctor. You're basically supercharging the relationship between the patient and the doctor.
• 7:14
  I mean, it sounds some of this might even be covered by insurance or Medicaid or Medicare. All of it. Um,
• 7:20
  and then so the patient gets a little toolkit, like you mentioned, and then is there a coach or w- are there other elements through that process?
• 7:30
  Walk us through what that journey's like through maybe month to month or through the year. Totally. So imagine you were referred to our program.
• 7:39
  So you're seeing your doctor says, "Look, I really want you to see Starlight."
• 7:43
  So they're gonna put a referral into their system, and you're actually gonna get a phone call from our team within four hours, and you're gonna be talking to your personal health coach.
• 7:51
  We're gonna assign you to this coach, and you're gonna stay with them. This is gonna be a board-certified health coach, so they've gone through the National Board of Health & Wellness Coaching.
• 7:59
  And that means they've sat through a four-hour exams, they've done a numerous amount of calls. We've audited their calls, we check them.
• 8:06
  They're really good at helping you set goals, understand your disease, your chronic conditions, and make changes to your lifestyle.
• 8:14
  And so they're gonna be the ones that then guide you through the process, and they're gonna talk to you every month, one to two times a month usually.
• 8:21
  And so in addition to those devices that they're giving you to do the remote monitoring, which is gonna be really critical in case you're having high blood pressure and you're not sure what's going on, you're able to talk to them.
• 8:30
  But also we have a whole team behind that, so we're gonna actually assign you to a direct, a medical provider, remote medical provider.
• 8:36
  So they're usually gonna be nurse practitioners on our team who work with you and who will directly be able to review, "Hey, your blood pressure has been high for a couple weeks now. We can see that in the data.
• 8:46
  Let me talk to you and understand what's going on, and then I'm gonna fill the gap to bring you back to your provider, because maybe you need to change your medication.
• 8:53
  Let's send you back to your PCP with a recommendation." Or help you with lifestyle changes to help you understand why, you know, something that you can do to get that down and get under control.
• 9:05
  And what were some of the things you learned either in the course of when you were doing your PhD or working on marketplaces before or just other things that you've done, storytelling, e-et cetera, that you were then able to carry forward to Starlight and integrate into the solution that you've brought to market here?
• 9:31
  It's a great question.
• 9:32
  I think for me, one of the most important things about any solution is, or anything that I'm really excited about working about, is being understand how it fits into the larger system, how it's making an impact on the system, where the system is failing, why it's failing that way, and when and where market-based solutions make sense, right, and can fill gaps and where they can't, right?
• 9:52
  And so when I look at it here, I know that comes a lot obviously from thinking of economics and systems thinking, et cetera, but really if you look at it here,
• 10:02
  kind of saying before, Medicare and insurance companies set out services that private companies can now fill this gap. They're like, "These are services that can be delivered." They're brand-new services.
• 10:13
  They're remote, they're proactive, they're preventive, they're different to what physicians already offer. And physician groups are really struggling to hire more doctors and more nurses.
• 10:24
  They really have huge labor shortages.
• 10:27
  So what we're able to do is we are able to fill that gap by saying, "We're gonna help those phys-physicians offer services that they don't have the labor to be able to do, because we're bringing in new groups of people, we're training them in new ways to be able to support with what is lacking, and not have to be redundant to what is already there."
• 10:44
  We're not replacing the clinical knowledge of the doctors and the nurses. We're supporting with behavioral change knowledge that is really necessary, right?
• 10:53
  And we're able to do that in a way with technology to do it remotely, which is difficult for medical groups to build themselves, right?
• 11:01
  And so that's where I look at, if you think of what is the broad, what is it that the system need? We have a labor shortage, so we need some way to fill that, right?
• 11:10
  You look at other solutions, they're just shuffling people from here to there, or providing great service to commercial patients who have a lot of money, but Medicaid is gonna suffer more, right?
• 11:20
  And so when you think about what we're able to do, because we're able to work in the system and accept insurance, we're able to offer the same service to everybody and really solve a labor shortage, which is a real problem.
• 11:30
  And that's what gives us a scalable solution to say, I know you and Startup Health talk a lot about moonshots, but that's really where we think about, wow, we're already working with systems that have two million patients that could be eligible for our services.
• 11:44
  And that's in the first year of trying to talk to health systems. We can talk to health systems that have 10 million patients. We can...
• 11:48
  The amount of patients we can reach is really not limited, 'cause the need is there when you're addressing a core system level problem in a really fundamental way, right?
• 11:57
  You're getting around the fundamental bottlenecks, which is labor shortages. And it sounds like you've done something that I think I see a lot of innovators miss at the beginning.
• 12:11
  They s- often, too often learn the hard way. But you figured out how to integrate into the-The payment flow as well. So that, that's another big part, that's another big system obviously, is who pays for this?
• 12:27
  How did you learn about that? How did, how did you go about focusing on that? Why was that important? Yeah. No, that's a great point.
• 12:35
  There are really two key things we had to do from going out of a silo of an individual employer to really going to the mainstream health system, and that is, one, integrate with the medical records, and two, integrate with the payment system, right?
• 12:46
  And so you're really touching on that second thing, which is how do we make sure that our services are covered by insurance so that anyone can come to us, they give us our card, we run the insurance, we get reimbursed, they walk away.
• 12:59
  It fits within the system everyone knows, right? And that really was, I think really was just about setting the goal for ourselves, just at first exploring, just asking the question, would it be possible, right?
• 13:10
  When we asked the question, we had no idea. I had no idea. Didn't know anything about billing codes at all.
• 13:15
  I didn't know what they were, how they worked, didn't understand how Medicare worked, how private insurances worked, how those were decided.
• 13:21
  So it's purely about diving in and doing the research and trying to go through, hey, you just go through code by code, understand what they are, understand what they do, and understand what we can do within those codes.
• 13:31
  'Cause what you really find is that a lot of those codes have some flexibility, right?
• 13:35
  Some are more prescriptive, but some are more goal-oriented, and that allows you to be really creative with what you are delivering, making sure you're delivering a program that is evidence-based and you know it's worked, but you find a way to make sure it works within the billing system.
• 13:49
  And I think that's one thing we try a lot to do with everything we're delivering with patients is we say, "We're delivering a program that's based on the medical literature that shows it works."
• 13:58
  Then we back that in and work that into the codes, not the other way around. And how have you seen... What changes have you seen?
• 14:05
  We were talking a few moments ago about how there's been innovation even just with the billing codes from, say, the beginning of COVID to today. We're in 2025. Things have changed significantly from five, 10 years ago.
• 14:21
  H- what have you seen? What, where are we today? Where do you see things going? Yeah, it's a really good question.
• 14:29
  Where we see things today, we did some research and pulled a little bit of data, and we see that for codes like remote monitoring and chronic care management, only about 3 to 4% of what we estimate eligible patients are getting the service.
• 14:41
  So about 96 p- percent of patients aren't getting these sort of newer advanced codes. Now, so where we are today is I think the primary gap is execution, it's delivery, it's getting it out there.
• 14:53
  And if you look at what Medicare is doing, and I don't, I shouldn't speak for them, I really think they are addressing that by simplifying things.
• 14:59
  So when they added the advanced primary care management codes, they're really trying to simplify CCM, BCM, TCM, put it all together.
• 15:05
  And so I think one of the biggest gaps we're seeing is, okay, we know we want these preventive services, laid out structures to, to allow them to be billed and reimbursed, but groups aren't doing them.
• 15:16
  It's still hard for them to do it. It's hard for them to do it and do it efficiently.
• 15:20
  A lot of groups we work with were replacing their RPM programs 'cause their RPM programs are losing money, and that's why they're willing to essentially outsource them to us and have us run those programs because as they are, they're really hard for a medical group or a health system to staff and run efficiently enough to make it profitable.
• 15:37
  So I think it's just that execution gap, right? The ideas are laid out there. What is needed is out there. The billing is out there, the billing opportunity.
• 15:44
  It's just about how do we deliver it to that and deliver it to that efficiently enough. So wave a magic wand in terms of Starlight. How, how do you envision doing that or closing that gap?
• 15:59
  What's your dream for the coming years? What's most important to Starlight as you think through how you're transforming care and health for, uh, millions more people in the future? Totally.
• 16:14
  So there are a few things that I think core problems and experiences that patients have that we think groups like us, and ideally we're not the only group doing this in the future, right? The market is huge.
• 16:25
  So when we talk about our massive growth potential, all of this, we're still only serving a fraction of the market, right? So we think- Are you national or in certain states, or how is it structured? Yeah.
• 16:36
  So we go state by state because we are billing insurance, but we're in 12 states now all across the country, from Washington DC to Washington State to Texas to Illinois.
• 16:44
  So we're across the country, but we're, we roll out state by state. I sidetracked you there, but y- yeah, no, I- It was-... so expanding, you're in 12 states, which is significant. Magic wand.
• 16:56
  It's a magic wand question you're saying there. Yeah, magic wand. Yeah. And also, is part of that closing the exit, execution gap, is it eventually being in all states? Does that matter?
• 17:09
  Obviously, certain states move at different paces or there's more patients. There's all sorts of complex issues why innovators pick certain states to start with and then grow.
• 17:23
  Where's your magic wand take you for the coming years? Clearly, you have a solution that's working really well.
• 17:29
  It's integrated into those fundamental things like just health records, the systems itself, and then the billing. Where do, where... What are your next steps with that magic wand? Totally.
• 17:44
  Now, if you think about what we're trying to do, it's support health systems number one. Like, those are our partner. These are large integrated health systems that we're working with.
• 17:52
  And so what we're helping them roll out are these programs that, like you said, are bringing in behavioral change coaches, integrating that with the latest technology, right?
• 18:01
  The devices, the AI, the data anal- analytics, et cetera. Making sure they're able to work efficiently at scale and making sure it's all remote, so that we're doing a remote service.
• 18:11
  It doesn't need to be staffed locally, and that can be an efficiency gain.
• 18:15
  So if I think about what we're doing and what hopefully, like I said, other groups will, will do as well, it's support those systems in building out these programs that cover a real gap for the patient, which is how do you make sure pa- we can leverage the fact that we have all these new technologiesBut we don't have enough providers to serve our patients, and access to care is one of the biggest challenges in our country.
• 18:37
  And that is exactly what we're looking at working with.
• 18:40
  When we work with a medical group, we have a medical group we're designing right now, we're really thinking about what does it take for their physicians, their primary care physicians, to go from a panel of two thousand to twenty-five hundred people?
• 18:52
  'Cause that's gonna be required, right? Because when there's fewer positions and more people, you can't really avoid it. You have to be able to serve more people.
• 18:58
  So how do you make sure the physician has a good quality of life, is able to deliver good care, but is able to work with more people?
• 19:04
  And for us, plugging that gap with remote care, supporting patients, reviewing their data, being able to do that remotely allows us to escalate patients intelligently to the provider and help them see them when they need to see them, and if they don't need to see the patient for a follow-up, push it back, right?
• 19:21
  So when you think about that dynamic scheduling that's possible, the real magic wand is about coming in and saying, "Let's build out boots on the ground step by step, working together with these providers that know best.
• 19:33
  Let's build out programs that actually help them serve more patients more efficiently with shorter wait times and deliver better care." And how does this new age of AI play into how you're doing this?
• 19:49
  How has that changed, or how is this changing your ability to scale or integrate it in, into your solution in pretty meaningful ways?
• 19:58
  Obviously, we're, we're in a dynamic world here where it seems like weekly step changes in, in many regards.
• 20:06
  But clearly you were early many years ago in leveraging algorithms, learning models, marketplaces, all these types of things, and now we've got this new age of GenAI and agentic AI.
• 20:20
  How is that impacting your-- how is that impacting Starlight and how you're thinking about the future? No, great question. And as you mentioned, Unity, I've been
• 20:32
  building machine learning models and putting them into production for companies for ten years. So that's what I've done.
• 20:37
  I was teaching it at university to master's students where I explained to them the matrix algebra behind GPT-3, right? Before ChatGPT was released.
• 20:45
  Like, I've been in that both consulting and working within companies and building startups within that for a while, and it's thrilling to see the pace of change.
• 20:54
  But I think what's most interesting about this change that I think is really important to know, and it really is the foundation of back to GPT-2, back to actually what OpenAI really revolutionized, which is this idea that you can have these really large models that get really good at doing a lot of things.
• 21:11
  And that's the GenAI, right? And that's what agentic, all this agentic movement is really based on the fact that, wow, you trained it on a bunch of language, and now it's able to use tools, right?
• 21:21
  With some small modifications. It's able to reason, which means it can use tools, it can do all these things. And that completely changes, I think, the way we think about AI strategy, broadly speaking.
• 21:31
  And I think that's something that's really critical for the industry to understand. About a year ago, we talked to companies that were s- fine-tuning models f- to build AI models for care management, right?
• 21:41
  To look at this, offer suggestions, et cetera. And we're still talking to groups, we're still trying to partner with groups.
• 21:47
  But what we realized is just a few months later, the foundational models that we're using now, right, we're using Google's models right now, their Gemini 2.5,
• 21:56
  it's doing everything that a fine-tuned model could do a year ago without any fine-tuning. And that's exactly what OpenAI proved eight years ago when I used to teach this at university.
• 22:05
  That's exactly what was being shown, is these gen models can be more and more general, which means we have access to the best knowledge already in these foundational models, and when the focus is not specializing, being an AI company, et cetera, the focus is in using AI in our care management, in our patient flow, right?
• 22:27
  And it has huge impact.
• 22:29
  So not only do we have the better ability for transcripts, for automatic note-taking, all of that stuff that everyone's taking advantage of, but we're actually able to take all the medical records from a patient out of the hospital, summarize it, analyze it, and provide a human readable report of all that for a health coach who specialized in behavior change to really talk to a patient.
• 22:49
  So you think about what does it mean to translate from medical language to regular language for the patient? We've already done that. AI's really good at translating, it's really good at summarizing.
• 23:00
  So we're able to do that, and it doesn't take a lot of build, it doesn't take a lot of investment, actually, and we're able to capture that and do that already because of how powerful these foundational models are.
• 23:10
  And six months from now and twelve months from now, they're gonna be even more powerful. And that's not even actually talking about how it affects our engineering life cycle, right? Sure.
• 23:17
  When you think about how quickly our engineers are moving. Right.
• 23:20
  So you think about what they're able to build today and what they're able, gonna be able to build in six months and in twelve months, we're moving faster and faster.
• 23:27
  I'm building things in thirty minutes late at night when I'm sleepy that used to take half a day, right? With the amount of code you're able to put together for some things.
• 23:35
  Some things it's more effective and less still.
• 23:37
  But you think about those changes, I think it really is critical to focus on this idea of making sure we're focusing on patient care, we're getting the business, we're getting the flow, we're doing the big things, and AI is gonna make us more efficient and have more knowledge, and be able to translate and communicate things better to the patients.
• 23:55
  And that's what it's really good at right now. Incredible. How important is the human touch? You've got these, these extraordinary coaches, personal coaches.
• 24:04
  There's obviously the physician, the primary care doc, et cetera. Maybe just a minute on the... Again, you're not replacing them, you're augmenting or adding in, supercharging, if you will.
• 24:17
  How do you think about the human touch now and as things shape up? I know this is a, a big question on people's minds of the interaction and interplay between technology and the care providers and the care team.
• 24:31
  Totally.Yeah, I think a lot of people always ask too, it's like, "Are you coaching with humans? Will you have an AI do it?" It's this open question, and you can say the same thing for a physician, for a nurse, et cetera.
• 24:42
  And I think there are a couple things that, that I look at for a strategy. Number one is look at the evidence, and these are empirical questions, like what helps people?
• 24:51
  And we know that these human relationships, that these techniques, the techniques we're using are taken from talk therapy, right? They're really powerful. People are trained to do them.
• 24:58
  People do them really well, and we hear from our users over and over again that they don't actually care about Starlight. What they care about is Coach Richard or Coach Rayanna, right? That's what they care about.
• 25:09
  They care about the human relationships they have. And similar, they don't really care about Providence Health. They care about their doctor, right?
• 25:16
  And there's that accountability to another person that where I think that's where the be- behavior change can, and impact really can come from.
• 25:25
  It's massive, and I also think like any technology, broadly speaking, is for productivity gains. Maybe going back to a little bit of an economics analysis, right? You're expected to see in productivity gains.
• 25:34
  There are huge productivity gains we can give our humans, and we don't risk any efficacy gains or loss. We don't risk losing effe- effectiveness when we're empowering our humans.
• 25:44
  If you replace a human, you're risking that. Now, it's an empirical question. If it turns out an AI agent is a better coach than humans for most people, we can always put that into our process.
• 25:54
  It doesn't change our model at all. Billing reimbursement would need to change to support that, but there's nothing we're doing that doesn't allow us to continue to stay up with science and say, "Hey, you know what?
• 26:05
  Next generation, maybe younger people, whoever it is, if people are appreciating talking to an AI model more, we can put that in." But the point is that to me is not really where the needs are right now.
• 26:16
  The needs are in augmenting our people to do what they can do with more patients and delivering what we know has evidence works, right?
• 26:24
  These coaching techniques have decades of evidence, and yet almost nobody has a personal health coach with a chronic condition today.
• 26:31
  And there are decades of evidence that this has all the upsides of the latest, fanciest, most expensive drugs, and the only side effect is improved mental health and less depression. Like, why would you not do this?
• 26:43
  Sounds pretty good. So la- last question.
• 26:45
  First of all, Nandan, thank you for sharing your story, and thank you for the amazing work you're doing on the cardiometabolic moonshot and just bringing this innovation to the world, making a real impact, and bringing all the things you've done in so many other areas over into health innovation.
• 27:03
  I think that's-- I've said for many years we wanna inspire the best and brightest to come focus on health innovation because there's such great need. Last question would be what-- Give us a...
• 27:15
  We're big believers in collaborative innovation. That's what the whole construct of health moonshots are. W- what's your take on collaborative innovation? How has that helped you?
• 27:25
  What's your experience been through your journey?
• 27:30
  I think one of the most exciting things that actually we're able to offer health systems is the fact that we can collaborate with other early-stage startups and bring products and services in together.
• 27:41
  So I was talking a little bit about how we're able to collaborate with other early-stage AI companies to bring in their services, their agents, their models, et cetera.
• 27:50
  Um, but it's not just the AI and the technology, other service companies as well.
• 27:54
  We're able to bring them in because we're like any startup, we're nimble, we're small, and we have a real focus on that open collaboration, open integration of our technology.
• 28:03
  But that is absolutely key to if you look at the potential here, it's not what we can do alone as a small team of people.
• 28:12
  It's really about what we can bring together and how we can coordinate 'cause the real pillar, if you look at any textbook on population health and supporting folks with chronic condition, it really comes down to
• 28:23
  techniques like motivational interviewing, individual behavior change, and care coordination.
• 28:28
  And so you think about coordination of care means, it means being able to integrate, spending a lot of your energy in that interface between you and the other providers, not just internally.
• 28:38
  That's a lot of what we try and do in everything we do in our partnerships and a lot of what I think will continue to drive success long term in sustainable patient outcomes in the system. Amazing.
• 28:49
  Thanks again for everything you're doing to push the moonshots forward and this great work, so thank you. Yeah, of course. Thank you, Unity.
• 28:57
  [upbeat music] And finally, an invitation to all of the extraordinary health transformers, whether you are a startup, someone building the future of health, or whether you are an investor, funder, or buyer of the solutions out there in the marketplace, this is an invitation to you to join the Startup Health member community.
• 29:19
  Learn more at startuphealth.com. Look forward to hopefully seeing you soon.