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Hello and welcome back to the Advancing
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Healthcare Innovation Show. I am your
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host, Michael Stamatinos, and if you're
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new to us, so good to have you here.
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We're excited because we're bringing
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some just phenomenal conversations with
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real leaders
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that are painstakingly reshaping the
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future of healthcare. We're pretty
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passionate about a few different things.
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We're very focused on access and on
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leadership and innovation and
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transformation and the adoption of these
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innovations. And if it's your first time
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tuning in, let me just let me just kind
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of pull back the onion a little bit and
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give you a little bit more about what
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we're trying to get done here. So,
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the ethos of the show
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is highlighting real people
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that have real stories, real
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experiences, not things that you're just
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reading, but people that are in the
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trenches innovating, transforming, and
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leading this change in in our space and
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giving them the opportunity to share
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that with our community
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and ultimately, you know, with the
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world.
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So, we've got an amazing action-packed
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year. Wherever you are, if you're
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watching this, if you're listening to
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this, however you are consuming this,
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please hit the subscribe button now so
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that any new interviews come directly to
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you.
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So, every week on the show, I get to sit
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down with a whole host of people,
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founders, people that are building
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remarkable companies, leaders that are
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making change inside of health systems
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and and health plans. And I think what
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we don't talk about enough
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are the people behind the scenes who
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actually help those companies survive
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long enough to actually really matter.
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And because I think healthcare, it
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doesn't necessarily have
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um a shortage of great ideas. But
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healthcare certainly has
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a way of making great ideas disappear
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uh for a whole host of reasons. And it's
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not because the technology like wasn't
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any good, but I think the path is like
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super complicated. It's like getting
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through
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a gauntlet, you know, whether it's
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regulation or quality or clinical
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validation and even even just sort of
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figuring out reimbursement in some
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cases, but I think one wrong turn
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a company that actually had real
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potential never even reaches a single
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patient.
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And and this is why I'm looking forward
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to this conversation because Megan Cain,
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our next guest, she spends her days
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helping founders navigate this path.
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So she is the executive director at
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Relia Health, where she works alongside
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entrepreneurs and built this very
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vibrant community that is focusing on
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medical devices and digital health
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companies and essentially helping them
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make better decisions, you know, before
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the stakes get even higher.
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And I think
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in knowing Megan and having, you know,
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spoken with her a number of different
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times, she's about connectivity, about
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relationships, helping find the right
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people in the right contacts in the
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right way to to guide and move these
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companies ahead and building a community
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that essentially
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where founders don't necessarily have to
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figure things out all on their own.
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And healthcare is a relationship sport,
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whether you're the provider or whether
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you're the innovator, you need to have
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this type of community to be able to
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flourish. So I'm looking forward to this
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Load full transcript
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conversation. Megan, it's great to see
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you. Welcome to the show.
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>> Thank you so much, Michael. I'm so
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excited to be here.
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>> Yeah, yeah, yeah. So I I want to start
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like way back when because I think you
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the person you are today is typically
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shaped by experiences, historical
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experiences. Like what was your
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childhood like? Household you grew up
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with How did you grow up? Give give me
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give me a little bit of that context.
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>> Oh, yeah, back all the way to childhood.
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You know, I did grow up in a healthcare
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family to sort of fit into that
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stereotype of people that work in
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healthcare were often exposed to that
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quite young. My mom was a
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Excuse me, was a nurse practitioner,
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came from a long line of nurses. I And
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so, you know, we grew up having dinner
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table conversations about cases. You
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know, you have the compliant, of course,
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but you know, it was a a norm in our
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family to talk about those sort of
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things pretty openly and scientifically.
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And I remember my mom bringing me to It
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was bring your daughter to work day back
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then it was called. So, she would bring
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me into the hospital with her and take
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me on some rounds and, you know, exposed
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me to that really early.
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Obviously, she wanted me to follow in
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her footsteps and go into that field.
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And I took a little bit of a different
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path. I was thinking medical school
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possibly. I studied biology.
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And then sort of became disillusioned a
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little bit with the lifestyle that that
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would entail.
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I sort of thought for a long time, you
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know, I can be the exception and I'll be
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the doctor who's really dedicated to my
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career and also has time for my family
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and my friends and my life outside of
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work and
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and all these things. And I think
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there's probably a reason why that
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stereotype is there. It's a very
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difficult thing to find that balance.
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So, moved instead into industry. Into I
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started in pharmaceuticals, actually,
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then moved into medical device.
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>> Wow. So, when you think about as a kid,
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were you more of hey, I like asking
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questions or were you one that was like
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trying to figure how things work or were
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you like the builder?
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>> I liked patterns and problems and
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organized systems. So, I like things to
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be
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structured and solvable and logic-based.
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I'd say I'm very different from like the
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engineering brain, where they're happy
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for a problem to be a little bit messy
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and do that tinkering.
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I prefer to make it look all clean and
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neat and tidy. That's sort of how my
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brain works.
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>> Fascinating. So, take me then a little
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bit fast forward cuz you I know you had
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spent quite a bit of time on sort of the
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regulatory side.
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Did you feel like your superpowers at
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that point in time were really well
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suited in that type of environment given
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the complexities, the high stake, and
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it's like you can't be messy at that
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point. Everything has to be neat and
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tidy.
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>> Absolutely. It started that way for
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sure. That's what drew me to the
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industry. I I started my first role as a
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microbiologist using that sort of
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biology background.
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>> Yeah.
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>> Worked in a lab and then naturally
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gravitated towards quality first because
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we were asked to follow these quality
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procedures. We were undergoing FDA
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inspections at the time. And I found it
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interesting in this idea that there's
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this
framework that's sort of governing
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how everything works across the
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>> Yeah.
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>> organization. I like frameworks. I like
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systems. So, I just started being nosy
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and asking the questions, you know, what
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is this saying and why does this Where
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does this come from? What Why do we have
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these rules and who's setting them
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ultimately?
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And then from quality, that also
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naturally sort of migrates into
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regulatory because you start to get
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into, you know, where do these rules
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come from and how do they all work
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together?
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Uh but then I think I hit a point in my
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career where maybe I've come around to
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the other side and now I actually do sit
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in the messy more often than I do the
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structured because even though I'm still
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doing a lot of regulatory work,
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when you get more experienced at it, you
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can start to really play in the gray and
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that part I really enjoy.
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Helping founders sort of fit in the
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exceptions.
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>> What is What is What is play in the gray
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mean?
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>> Uh so, I think a lot of people think of
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regulatory as being very black and
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white, right? You say you're either a
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medical device or you're not a medical
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device or this regulation applies to you
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or it doesn't apply to you. And if it
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applies to you, you have to follow every
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single thing it says in there exactly as
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it's written. But really I think there's
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a lot more flexibility as long as you
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can justify why you meet that
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regulation, you can have a really
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creative approach to how you meet it. It
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doesn't have to look exactly as it's
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written. Uh and if if you want to be in
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the healthcare space, you can sometimes
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start as a wellness product and then
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maybe add some claims to later become a
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medical device after you've already had
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some revenue and some traction. So, I
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like helping people think about that
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more staged approach as like a life
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cycle of their product portfolio rather
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than you either fit in this bucket or
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you don't.
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>> Interesting that you mentioned that. So,
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I mean then what are some of the other
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myths that people have when it comes to
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these the regulatory and dealing with
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these regulatory bodies? What Where do
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most people make
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mistakes or false assumptions and what
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are those?
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>> Oh, there's so many. I'm so passionate
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about this. I'm glad you asked.
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I I hear so often that people are scared
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of being regulated. They hear that
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there's going to be oversight from FDA
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or any other regulator and they try to
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avoid it or they fear it or they think
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of FDA as being this adversary that's
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out to get you and catch you doing
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something. And that has not been my
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experience whatsoever. I find they're so
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willing to work with you. They are
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brilliant people there in the agencies
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and they understand a lot about your
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product and so they have a lot of
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industry knowledge that can be really
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helpful. And if you know how to work
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with them correctly, it's a really
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valuable relationship, not one that's
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out to get you by any means.
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>> So, how soon can someone start to
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engage? Like what is what is sort of
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best practice?
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>> It differs depending on what is your
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regulatory strategy. So, if you are a
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more high-risk device, it would look
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different than something as wellness. Uh
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but I do think personally it's better to
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sort of have a good understanding
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internally of what your plan is before
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you engage too much. I have seen a lot
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of companies, especially when they're
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smaller or they're just starting out,
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they try to engage really early
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uh and they're still unsure yet what
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their ultimate go-to-market strategy is
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going to be, what their claims are
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really going to be, what the actual
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indications for use of the actual like
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clinical impact of their product could
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be. And so, they end up just sort of
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going in circles with FDA and that just
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wastes everybody's time and frustrates
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everybody.
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>> Mhm.
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So, when you were on this journey and
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figuring this all these things out, when
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did you realize that
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there were others
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externally outside of your organization
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that were trying to do this, that needed
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help and support? When did you start to
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get curious? Like what what what did
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that
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I guess curiosity look like?
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>> Yeah, that's a great question. I was
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invited by a friend actually who worked
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at another incubator. They were doing a
00:10:03.680 --> 00:10:05.750
hackathon event and it was a
00:10:05.760 --> 00:10:07.190
health-related hackathon and so they
00:10:07.200 --> 00:10:09.310
wanted to judge and they wanted a you
00:10:09.320 --> 00:10:10.630
know, variety of different backgrounds
00:10:10.640 --> 00:10:12.430
from the judges. She knew my experience,
00:10:12.440 --> 00:10:14.390
so she invited me in. I knew nothing
00:10:14.400 --> 00:10:16.070
about the incubator world, knew nothing
00:10:16.080 --> 00:10:17.950
about hackathons. Didn't really know
00:10:17.960 --> 00:10:20.710
what to expect uh and just absolutely
00:10:20.720 --> 00:10:22.150
caught the bug. I just loved the
00:10:22.160 --> 00:10:25.230
environment where everybody there was
00:10:25.240 --> 00:10:27.030
sharing their experience and all the
00:10:27.040 --> 00:10:29.630
judges, all the advisors were offering
00:10:29.640 --> 00:10:31.510
this these, you know, bits of their
00:10:31.520 --> 00:10:33.790
expertise so freely.
00:10:33.800 --> 00:10:36.230
And I could see what an impact that
00:10:36.240 --> 00:10:37.950
would have. It would completely change
00:10:37.960 --> 00:10:40.030
the trajectory of how that hackathon was
00:10:40.040 --> 00:10:41.630
going to go,
right? Like how that that
00:10:41.640 --> 00:10:43.270
early startup was going to define
00:10:43.280 --> 00:10:45.270
themselves. And I thought that was so
00:10:45.280 --> 00:10:47.110
cool to see how quickly it was moving
00:10:47.120 --> 00:10:48.510
and how open everybody was and
00:10:48.520 --> 00:10:50.710
supportive everyone was. So, from there
00:10:50.720 --> 00:10:52.430
it just exploded. I started reaching out
00:10:52.440 --> 00:10:54.350
to other incubators and accelerators and
00:10:54.360 --> 00:10:56.070
VCs and saying, "How can I help? What
00:10:56.080 --> 00:10:57.750
can I be involved in?" And learned so
00:10:57.760 --> 00:10:58.950
much from that.
00:10:58.960 --> 00:11:00.950
>> And how much time was that in between
00:11:00.960 --> 00:11:03.790
from when you had that moment to where
00:11:03.800 --> 00:11:06.430
you decided that all right, there's
00:11:06.440 --> 00:11:07.750
there is something that we can offer
00:11:07.760 --> 00:11:10.390
here in terms of gaps in the market.
00:11:10.400 --> 00:11:12.829
What was sort of the duration?
00:11:12.839 --> 00:11:15.270
>> Uh I want to say it was only a few
00:11:15.280 --> 00:11:17.110
months. It was much faster than I
00:11:17.120 --> 00:11:20.670
anticipated. I started off with really a
00:11:20.680 --> 00:11:22.390
beginner's mindset thing. This is a new
00:11:22.400 --> 00:11:24.470
world to me. I come from corporate, you
00:11:24.480 --> 00:11:26.470
know, working in the device industry for
00:11:26.480 --> 00:11:27.910
my whole career.
00:11:27.920 --> 00:11:29.829
This startup world is new. So, let me
00:11:29.839 --> 00:11:31.310
just learn about it. Let me talk to
00:11:31.320 --> 00:11:32.750
founders, see what they're struggling
00:11:32.760 --> 00:11:34.830
with, talk to other mentors and
00:11:34.840 --> 00:11:36.550
advisors, and see what they've
00:11:36.560 --> 00:11:38.950
experienced from their perspective.
00:11:38.960 --> 00:11:40.830
And what started off as just talking to
00:11:40.840 --> 00:11:43.670
people to learn and and hear from them
00:11:43.680 --> 00:11:45.550
quickly became them sort of demanding
00:11:45.560 --> 00:11:47.390
from me, "We need this. Please make it
00:11:47.400 --> 00:11:49.310
happen. This is a great idea. Let's like
00:11:49.320 --> 00:11:52.110
build this together." And so, then I you
00:11:52.120 --> 00:11:53.430
know, I became a little bit overwhelmed
00:11:53.440 --> 00:11:54.270
with it.
00:11:54.280 --> 00:11:56.110
>> Give me an example of how that how that
00:11:56.120 --> 00:11:58.070
happens. Like talk me through that cuz
00:11:58.080 --> 00:12:00.070
that's super cool when you're all of a
00:12:00.080 --> 00:12:01.590
sudden just kind of going in curious and
00:12:01.600 --> 00:12:02.630
all of a sudden people are like, "Build
00:12:02.640 --> 00:12:04.390
this." What's that like?
00:12:04.400 --> 00:12:06.390
>> Yeah, so I'll give one example. So, I
00:12:06.400 --> 00:12:09.070
was talking with um
00:12:09.080 --> 00:12:11.630
a person who runs a rural network of a
00:12:11.640 --> 00:12:13.230
rural hospital communities across
00:12:13.240 --> 00:12:15.470
Ontario. And again, just to understand
00:12:15.480 --> 00:12:16.950
from her perspective of all the
00:12:16.960 --> 00:12:18.270
interconnectivity of the different
00:12:18.280 --> 00:12:20.350
clinical systems when they're so remote,
00:12:20.360 --> 00:12:22.070
what is helpful for them when doing say
00:12:22.080 --> 00:12:23.910
a startup pilot cuz I can imagine that
00:12:23.920 --> 00:12:25.910
would be quite difficult for someone
00:12:25.920 --> 00:12:27.070
trying to coordinate already it's
00:12:27.080 --> 00:12:28.350
difficult and then you know, dealing
00:12:28.360 --> 00:12:30.790
with a pilot. And then the next day
00:12:30.800 --> 00:12:32.910
talked to a founder who happened to be a
00:12:32.920 --> 00:12:35.350
telehealth founder just by coincidence
00:12:35.360 --> 00:12:37.110
and was talking to him about the
00:12:37.120 --> 00:12:40.470
difficulties in trying to find you know,
00:12:40.480 --> 00:12:42.390
cross-border pilots. He came from one
00:12:42.400 --> 00:12:43.630
country, I was talking to a person in
00:12:43.640 --> 00:12:45.150
another country, and you know, they were
00:12:45.160 --> 00:12:46.870
struggling to figure out where to meet
00:12:46.880 --> 00:12:48.190
these people and and get the right
00:12:48.200 --> 00:12:49.590
connections without paying an arm and a
00:12:49.600 --> 00:12:51.590
leg. And I just said, "Well, I talked to
00:12:51.600 --> 00:12:53.510
somebody yesterday. Let me connect you."
00:12:53.520 --> 00:12:55.270
Made the connection and then they were
00:12:55.280 --> 00:12:57.390
able to launch a pilot from that. And
00:12:57.400 --> 00:12:58.829
that founder came back to me and said,
00:12:58.839 --> 00:13:01.550
"No one else has been able to do this so
00:13:01.560 --> 00:13:03.470
quickly and actually make an outcome
00:13:03.480 --> 00:13:04.870
come out of it.
00:13:04.880 --> 00:13:07.030
Not just talking about how difficult
00:13:07.040 --> 00:13:08.829
pilots are and how hard it's going to be
00:13:08.839 --> 00:13:10.470
and the fact that that is a challenge on
00:13:10.480 --> 00:13:13.590
my journey, but actually hand me someone
00:13:13.600 --> 00:13:15.550
who can start that pilot." And I
00:13:15.560 --> 00:13:16.710
thought, "Well, that wasn't that hard."
00:13:16.720 --> 00:13:17.990
You know, like let's keep doing that.
00:13:18.000 --> 00:13:19.750
Let's see if we can continue that. And I
00:13:19.760 --> 00:13:21.790
sort of kept making those introductions
00:13:21.800 --> 00:13:23.270
and connections.
00:13:23.280 --> 00:13:25.390
And then that grew into a network of
00:13:25.400 --> 00:13:27.190
people who wanted to do that more both
00:13:27.200 --> 00:13:29.430
from the mentor side, the advisor side,
00:13:29.440 --> 00:13:32.030
and the founders themselves.
00:13:32.040 --> 00:13:33.590
>> All right.
So, then
00:13:33.600 --> 00:13:35.070
then you start to think about, okay,
00:13:35.080 --> 00:13:36.510
like I could I could really start to do
00:13:36.520 --> 00:13:40.910
this full-time. Then then walk me into
00:13:40.920 --> 00:13:43.870
how does Rellia come to fruition?
00:13:43.880 --> 00:13:46.150
Who like what were the conversations
00:13:46.160 --> 00:13:47.470
that were you were like, all right, now
00:13:47.480 --> 00:13:49.510
now I'm really going to go after this?
00:13:49.520 --> 00:13:50.430
Like
00:13:50.440 --> 00:13:52.230
talk us through that.
00:13:52.240 --> 00:13:54.150
>> I found myself, you know, I was working
00:13:54.160 --> 00:13:56.950
still full-time in a regulatory role as
00:13:56.960 --> 00:13:58.030
I was starting to make these
00:13:58.040 --> 00:13:59.830
connections. It was very informal to
00:13:59.840 --> 00:14:01.350
start with. It was more of just a
00:14:01.360 --> 00:14:04.510
nebulous community of people. And then
00:14:04.520 --> 00:14:06.470
that got very difficult to manage on top
00:14:06.480 --> 00:14:08.150
of my own work because it was starting
00:14:08.160 --> 00:14:10.150
to become more and more and more.
00:14:10.160 --> 00:14:12.750
And I found myself wanting to gravitate
00:14:12.760 --> 00:14:15.950
towards that more than my regulatory
00:14:15.960 --> 00:14:18.190
So, for me that was a big sign of
00:14:18.200 --> 00:14:19.790
there's something here that I'm really
00:14:19.800 --> 00:14:21.470
passionate about. There's a some some
00:14:21.480 --> 00:14:23.390
itch that needs to be scratched.
00:14:23.400 --> 00:14:26.270
And so, you know, I just I don't know. I
00:14:26.280 --> 00:14:28.630
I found myself kept thinking about how I
00:14:28.640 --> 00:14:30.070
could do it better and how I could build
00:14:30.080 --> 00:14:31.430
more and make this into something more
00:14:31.440 --> 00:14:33.829
structured all while trying to focus on
00:14:33.839 --> 00:14:36.270
my day job. That was for me a sign that
00:14:36.280 --> 00:14:38.829
that's not, you know, normal for me.
00:14:38.839 --> 00:14:41.550
So, I created this big plan for how I
00:14:41.560 --> 00:14:43.310
would eventually go full-time into
00:14:43.320 --> 00:14:45.390
Rellia. And I you know, I'm I'm a like I
00:14:45.400 --> 00:14:47.150
said, I like systems. I like strategic
00:14:47.160 --> 00:14:48.550
planning. So, I made this really
00:14:48.560 --> 00:14:50.950
detailed transition plan for myself and
00:14:50.960 --> 00:14:53.030
how I would, you know, offload my work
00:14:53.040 --> 00:14:54.510
at my current job so they were still
00:14:54.520 --> 00:14:56.790
taken care of and everything was okay
00:14:56.800 --> 00:14:57.670
and you know, it would be a nice
00:14:57.680 --> 00:15:00.670
migration into working for myself.
00:15:00.680 --> 00:15:02.390
And then right after I made that plan,
00:15:02.400 --> 00:15:04.550
my company went through mass layoffs.
00:15:04.560 --> 00:15:06.070
And so, it sort of like pushed me out
00:15:06.080 --> 00:15:07.990
the door and said I could either look
00:15:08.000 --> 00:15:09.670
for another job while I do this
00:15:09.680 --> 00:15:12.750
transition or just dive in full-time and
00:15:12.760 --> 00:15:15.590
let's do it. And my heart was just there
00:15:15.600 --> 00:15:17.430
for it. It wasn't in looking for another
00:15:17.440 --> 00:15:19.350
regulatory role at the time. It was
00:15:19.360 --> 00:15:21.150
let's go all in on this.
00:15:21.160 --> 00:15:22.470
>> Yeah, sometimes the universe kind of
00:15:22.480 --> 00:15:24.590
hands you uh
00:15:24.600 --> 00:15:26.030
you know, something you're like, "Okay,
00:15:26.040 --> 00:15:27.310
I guess this is sort of the direction
00:15:27.320 --> 00:15:29.150
that we're going." So, now you've
00:15:29.160 --> 00:15:30.870
you've been at this for a little while.
00:15:30.880 --> 00:15:32.550
Talk to us about Relia. Talk to us
00:15:32.560 --> 00:15:34.150
about, you know, some of the uniqueness
00:15:34.160 --> 00:15:35.670
and the things that you and the team you
00:15:35.680 --> 00:15:37.230
are doing. Like,
00:15:37.240 --> 00:15:38.470
walk us through that.
00:15:38.480 --> 00:15:40.750
>> Uh yeah, I mean, it's been, you know,
00:15:40.760 --> 00:15:42.950
about a year since Relia first launched
00:15:42.960 --> 00:15:44.550
and not quite a year yet since I've gone
00:15:44.560 --> 00:15:46.790
full-time and we've done so much and
00:15:46.800 --> 00:15:48.510
grown so much in that time. It's been
00:15:48.520 --> 00:15:51.350
amazing to watch. We have so many
00:15:51.360 --> 00:15:53.150
amazing founders now. We're at 81
00:15:53.160 --> 00:15:56.470
founders and over 250 advisors in our
00:15:56.480 --> 00:15:58.790
network. And we've grown beyond just
00:15:58.800 --> 00:16:00.550
that introductions and making
00:16:00.560 --> 00:16:02.790
connections. We've we've learned from
00:16:02.800 --> 00:16:04.790
our founders that that is so helpful,
00:16:04.800 --> 00:16:07.510
but what they really need is proof to
00:16:07.520 --> 00:16:09.150
their investors that they're making
00:16:09.160 --> 00:16:11.750
tangible progress on their milestones.
00:16:11.760 --> 00:16:13.910
So, we thought about how can we actually
00:16:13.920 --> 00:16:15.630
help them to get there? Not just talk
00:16:15.640 --> 00:16:17.710
about the road map of what they're
00:16:17.720 --> 00:16:19.310
supposed to do. Let's hold their hand
00:16:19.320 --> 00:16:21.550
and get it done, right? So, we've
00:16:21.560 --> 00:16:23.270
started building some programs to help
00:16:23.280 --> 00:16:25.310
them actually be able to execute on that
00:16:25.320 --> 00:16:28.030
with the experts there by their side.
00:16:28.040 --> 00:16:29.550
So, for example, we built a program
00:16:29.560 --> 00:16:31.430
around creating a QMS, a quality
00:16:31.440 --> 00:16:32.710
management system.
00:16:32.720 --> 00:16:32.950
>> Mhm.
00:16:32.960 --> 00:16:34.470
>> And instead of just saying,
you know,
00:16:34.480 --> 00:16:35.910
here it needs to be compliant with these
00:16:35.920 --> 00:16:37.470
standards and here's what it is and
00:16:37.480 --> 00:16:39.350
here's the structure, we said, "None of
00:16:39.360 --> 00:16:41.110
that. You don't care about that as a
00:16:41.120 --> 00:16:44.190
founder. You just want a QMS that's done
00:16:44.200 --> 00:16:45.510
and can be certified."
00:16:45.520 --> 00:16:45.829
>> Yes.
00:16:45.839 --> 00:16:47.430
>> leave that program with your set of
00:16:47.440 --> 00:16:49.510
documents all the way done. You had a
00:16:49.520 --> 00:16:51.270
QMS expert guide you through the whole
00:16:51.280 --> 00:16:53.110
way in creating it and then at the end
00:16:53.120 --> 00:16:54.510
of the program, it's a box that you can
00:16:54.520 --> 00:16:56.550
check off for yourself.
00:16:56.560 --> 00:16:58.270
>> That's nice. It's like people want to go
00:16:58.280 --> 00:16:59.630
in somewhere and they don't just want to
00:16:59.640 --> 00:17:00.950
listen. Like, they want to like it's a
00:17:00.960 --> 00:17:02.910
workshop. Like, you you're working
00:17:02.920 --> 00:17:05.069
strategically on the business.
00:17:05.079 --> 00:17:07.309
Is that sort of the 2-mm shift that says
00:17:07.319 --> 00:17:09.189
like, "Hey, when you come and you sit
00:17:09.199 --> 00:17:11.030
through this work like we're actively
00:17:11.040 --> 00:17:13.390
working on it with you." People have
00:17:13.400 --> 00:17:16.030
done this. They're guiding you.
00:17:16.040 --> 00:17:18.030
What else is differentiating? Because
00:17:18.040 --> 00:17:20.230
there's a lot of noise
00:17:20.240 --> 00:17:21.230
with
00:17:21.240 --> 00:17:23.949
um on the innovation side when it comes
00:17:23.959 --> 00:17:26.710
to incubators and accelerators. Where
00:17:26.720 --> 00:17:28.630
where do you feel like you sit within
00:17:28.640 --> 00:17:30.830
that ecosystem or is it an entirely
00:17:30.840 --> 00:17:32.550
different one?
00:17:32.560 --> 00:17:33.910
>> Yeah, for us there were sort of two
00:17:33.920 --> 00:17:35.750
pillars that were really key. The first
00:17:35.760 --> 00:17:38.470
is that it's healthcare specific always.
00:17:38.480 --> 00:17:40.070
I've been a part of a lot of more
00:17:40.080 --> 00:17:41.750
agnostic incubators where they maybe
00:17:41.760 --> 00:17:43.790
have a health cohort or something, but
00:17:43.800 --> 00:17:45.390
the advice you're getting from advisers
00:17:45.400 --> 00:17:47.990
is tends to be broader and I think
00:17:48.000 --> 00:17:49.270
there's enough of that that exists
00:17:49.280 --> 00:17:50.790
already, but when it comes to really
00:17:50.800 --> 00:17:53.030
finding healthcare experts who know
00:17:53.040 --> 00:17:55.910
intimately how different this field is,
00:17:55.920 --> 00:17:58.270
that was really essential for us.
00:17:58.280 --> 00:17:59.830
Um also, you know, when you go to like
00:17:59.840 --> 00:18:01.510
an investment pitch event, we
host those
00:18:01.520 --> 00:18:03.150
regularly,
00:18:03.160 --> 00:18:06.350
it's not fair to pitch a medical device
00:18:06.360 --> 00:18:07.590
>> or virtual?
00:18:07.600 --> 00:18:10.590
>> Uh virtual. Yeah, all virtual.
00:18:10.600 --> 00:18:11.390
>> Um
00:18:11.400 --> 00:18:12.830
you know, somebody that has a clinical
00:18:12.840 --> 00:18:15.790
trial and uh FDA submission as part of
00:18:15.800 --> 00:18:18.070
their roadmap is never going to compete
00:18:18.080 --> 00:18:20.710
against a B2B SaaS, you know,
00:18:20.720 --> 00:18:22.310
direct-to-consumer type of product,
00:18:22.320 --> 00:18:23.150
right? So,
00:18:23.160 --> 00:18:24.270
>> Right.
00:18:24.280 --> 00:18:24.990
>> it wasn't fair
00:18:25.000 --> 00:18:26.950
>> of So, so, so, so, you're segmenting in
00:18:26.960 --> 00:18:28.630
a sense to say, "Hey, this is specific
00:18:28.640 --> 00:18:30.550
for this, this, and this because
00:18:30.560 --> 00:18:31.110
>> Absolutely.
00:18:31.120 --> 00:18:32.670
>> That makes total sense.
00:18:32.680 --> 00:18:34.190
>> Yeah, and then the other side is that
00:18:34.200 --> 00:18:36.070
sort of outcomes driven. So, like you
00:18:36.080 --> 00:18:37.510
said, there's a lot of information out
00:18:37.520 --> 00:18:38.990
there already today. Information is
00:18:39.000 --> 00:18:41.910
everywhere on, you know, what to expect
00:18:41.920 --> 00:18:43.510
from as a founder, what they need to get
00:18:43.520 --> 00:18:45.390
done. They have a list a mile long of
00:18:45.400 --> 00:18:47.030
to-do's that people are expecting of
00:18:47.040 --> 00:18:49.430
them. And we said, "Let's stop adding to
00:18:49.440 --> 00:18:51.190
founders' lists of to-do's and telling
00:18:51.200 --> 00:18:52.510
them all the things they need to be
00:18:52.520 --> 00:18:54.910
successful. Let's help them start away
00:18:54.920 --> 00:18:56.630
at that list and get it done."
00:18:56.640 --> 00:18:58.230
>> Is that sort of where your pattern
00:18:58.240 --> 00:19:01.110
recognition, wanting to create
00:19:01.120 --> 00:19:03.150
suddenness out of messiness sort of
00:19:03.160 --> 00:19:04.950
starts to kick in?
00:19:04.960 --> 00:19:06.510
>> Yeah, definitely, definitely. I mean,
00:19:06.520 --> 00:19:08.110
that's that was a big part of my job
00:19:08.120 --> 00:19:10.390
prior to Relia was coming into companies
00:19:10.400 --> 00:19:12.190
that didn't have a quality management
00:19:12.200 --> 00:19:14.150
system, didn't have an understanding of
00:19:14.160 --> 00:19:16.350
regulations, and helping them sort of
00:19:16.360 --> 00:19:18.310
make an order of it and then be able to
00:19:18.320 --> 00:19:20.590
execute on that. So, I get to do that at
00:19:20.600 --> 00:19:22.150
a larger scale with founders because
00:19:22.160 --> 00:19:24.350
it's not just compliance with everything
00:19:24.360 --> 00:19:26.510
they need all the time, really, really
00:19:26.520 --> 00:19:28.230
quickly. It's a lot of fun.
00:19:28.240
--> 00:19:29.350
>> Now, the interesting part is like you're
00:19:29.360 --> 00:19:31.110
helping founders and at the same time
00:19:31.120 --> 00:19:33.350
like you're in this journey yourself.
00:19:33.360 --> 00:19:35.110
Are there any enlightening moments that
00:19:35.120 --> 00:19:37.630
have really humbled you along the way
00:19:37.640 --> 00:19:39.870
that are that are worthy of sharing?
00:19:39.880 --> 00:19:42.030
>> Uh always. I mean, yeah, you're right.
00:19:42.040 --> 00:19:44.430
I'm seeing just like founders are how we
00:19:44.440 --> 00:19:46.070
have to be able to become experts in
00:19:46.080 --> 00:19:48.430
every domain, regardless of the one that
00:19:48.440 --> 00:19:50.190
we're originally trained or experienced
00:19:50.200 --> 00:19:51.670
in. You know, I
00:19:51.680 --> 00:19:53.830
will say marketing is not something I
00:19:53.840 --> 00:19:55.950
ever thought of or did or had any any
00:19:55.960 --> 00:19:57.910
desire to do, and it's something I have
00:19:57.920 --> 00:20:00.350
to do a lot more of these days. So,
00:20:00.360 --> 00:20:01.750
that's humbling for sure, trying to
00:20:01.760 --> 00:20:04.190
create, you know, really basic marketing
00:20:04.200 --> 00:20:05.910
strategies.
00:20:05.920 --> 00:20:07.430
Um I mean, we yeah, there's just been so
00:20:07.440 --> 00:20:09.150
much learning. There was a lot of you
00:20:09.160 --> 00:20:11.590
know, searching really basic terms early
00:20:11.600 --> 00:20:13.670
in the the start of Rellia, like just
00:20:13.680 --> 00:20:15.030
trying to understand some of these
00:20:15.040 --> 00:20:16.310
concepts.
00:20:16.320 --> 00:20:17.910
So, yeah, very uh very back to a
00:20:17.920 --> 00:20:20.030
beginner in a lot of ways.
00:20:20.040 --> 00:20:21.470
>> The way that I think about it in terms
00:20:21.480 --> 00:20:22.950
of what you're doing is like your
00:20:22.960 --> 00:20:24.830
greatest assets are the stories that
00:20:24.840 --> 00:20:26.270
you're able to tell,
00:20:26.280 --> 00:20:28.190
the outcomes that you can share. You
00:20:28.200 --> 00:20:30.030
mentioned 81 founders, like that's not a
00:20:30.040 --> 00:20:31.430
small number.
00:20:31.440 --> 00:20:33.510
And each of those 81 are on their own
00:20:33.520 --> 00:20:36.110
unique journey. And
00:20:36.120 --> 00:20:38.630
when they hit a milestone,
00:20:38.640 --> 00:20:40.950
it would be amazing to be able to have
00:20:40.960 --> 00:20:42.870
something that can share those
00:20:42.880 --> 00:20:44.990
milestones out publicly, outwardly
00:20:45.000 --> 00:20:47.750
facing, so that and I've mentioned this
00:20:47.760 --> 00:20:49.710
before, but like there's this illusion
00:20:49.720 --> 00:20:51.590
of busyness. And it's like you're on
00:20:51.600 --> 00:20:53.190
this treadmill.
00:20:53.200 --> 00:20:54.350
And it's like, "Hey, we're moving. We're
00:20:54.360 --> 00:20:55.270
moving. Like we're on this treadmill."
00:20:55.280 --> 00:20:57.350
It's like, "No, you're on a treadmill."
00:20:57.360 --> 00:20:59.230
Don't mistake being busy for actually
00:20:59.240 --> 00:21:01.670
making progress. And it sounds like your
00:21:01.680 --> 00:21:04.630
capabilities within the ecosystem,
00:21:04.640 --> 00:21:06.150
within your community, to get people to
00:21:06.160 --> 00:21:07.870
make progress
00:21:07.880 --> 00:21:10.270
is what makes it really attractive. And
00:21:10.280 --> 00:21:13.030
the only way that you can share that is
00:21:13.040 --> 00:21:16.190
showcasing people's stories about making
00:21:16.200 --> 00:21:17.590
progress.
00:21:17.600 --> 00:21:18.710
>> Mhm.
00:21:18.720 --> 00:21:20.310
That's so true. And And the treadmill
00:21:20.320 --> 00:21:23.190
analogy is a perfect example. I think a
00:21:23.200 --> 00:21:24.870
lot of founders think they have only two
00:21:24.880 --> 00:21:27.110
options. It's to try and do it
00:21:27.120 --> 00:21:28.630
themselves and just white knuckle it,
00:21:28.640 --> 00:21:31.190
figure it out, use odds to answer the
00:21:31.200 --> 00:21:34.390
question, or outsource it to a
00:21:34.400 --> 00:21:36.390
consultant or you know, a contract
00:21:36.400 --> 00:21:38.630
manufacturer or whoever else that that
00:21:38.640 --> 00:21:39.950
can take that on for them. And that's
00:21:39.960 --> 00:21:41.550
quite expensive.
00:21:41.560 --> 00:21:43.390
We've sort of offered a happy medium
00:21:43.400 --> 00:21:44.910
from that. We said, "You don't have to
00:21:44.920 --> 00:21:46.950
do it alone. You can have an expert
00:21:46.960 --> 00:21:48.830
there doing it with you, but you're
00:21:48.840 --> 00:21:50.230
still going to be involved and so that's
00:21:50.240 --> 00:21:51.670
going to really help reduce a lot of the
00:21:51.680 --> 00:21:53.870
costs for you." So, we've sort of found
00:21:53.880 --> 00:21:55.670
that sort of compromise that I think is
00:21:55.680 --> 00:21:58.510
much more effective for founders.
00:21:58.520 --> 00:22:01.070
>> So, let's fast forward
00:22:01.080 --> 00:22:03.110
a year from now and we're sitting here
00:22:03.120 --> 00:22:04.430
and we're just we're just chit-chatting
00:22:04.440 --> 00:22:05.470
again.
00:22:05.480 --> 00:22:08.590
What needs to happen in order for you to
00:22:08.600 --> 00:22:10.070
feel
00:22:10.080 --> 00:22:13.950
really great about progress
00:22:13.960 --> 00:22:16.710
for Relia Health? What does that look
00:22:16.720 --> 00:22:17.870
like?
00:22:17.880 --> 00:22:20.790
>> Right now, we are full steam ahead
00:22:20.800 --> 00:22:22.630
launching programs that we have been
00:22:22.640 --> 00:22:24.310
building and we're continuing to build
00:22:24.320 --> 00:22:26.790
with our partners. And I hope that in a
00:22:26.800 --> 00:22:29.470
year from now, we have a program for
00:22:29.480 --> 00:22:31.790
every single step along the way. Because
00:22:31.800 --> 00:22:33.350
to me, having come from industry where
00:22:33.360 --> 00:22:36.030
I've seen that product
launch cycle
00:22:36.040 --> 00:22:37.710
happen so many times at so many
00:22:37.720 --> 00:22:39.470
different types of companies, the road
00:22:39.480 --> 00:22:41.590
map is so clear. I know what steps you
00:22:41.600 --> 00:22:43.790
need to take from concept all the way to
00:22:43.800 --> 00:22:44.990
launch.
00:22:45.000 --> 00:22:46.750
And so, I want to be able to simplify
00:22:46.760 --> 00:22:48.510
that for founders who maybe don't see
00:22:48.520 --> 00:22:50.790
that as clearly yet and say, "We can
00:22:50.800 --> 00:22:53.190
help you at wherever you happen to be in
00:22:53.200 --> 00:22:55.070
that life cycle, we have a program
00:22:55.080 --> 00:22:56.870
specifically for you." We've got it
00:22:56.880 --> 00:22:58.950
crafted in our minds right now, but we
00:22:58.960 --> 00:23:00.150
are still working to get them all
00:23:00.160 --> 00:23:01.510
launched. So, that's our goal for the
00:23:01.520 --> 00:23:02.590
next year.
00:23:02.600 --> 00:23:04.390
>> That's brilliant. So, where where can
00:23:04.400 --> 00:23:05.870
people
00:23:05.880 --> 00:23:09.670
go to learn more to to to sort of dig
00:23:09.680 --> 00:23:12.550
into Relia? Like, give us a little
00:23:12.560 --> 00:23:14.230
commercial.
00:23:14.240 --> 00:23:15.470
Floor is yours.
00:23:15.480 --> 00:23:17.270
>> Yeah, absolutely. Our website's the best
00:23:17.280 --> 00:23:20.150
place to start, so reliahealth.com.
00:23:20.160 --> 00:23:21.550
Uh on there there's lots of contact
00:23:21.560 --> 00:23:23.150
forms to reach out to us if you have
00:23:23.160 --> 00:23:25.030
questions. There's a direct application
00:23:25.040 --> 00:23:27.590
if you want to jump right in and join.
00:23:27.600 --> 00:23:29.790
Uh but, I'm always happy to jump on a
00:23:29.800 --> 00:23:31.830
call with anyone and chat to them and
00:23:31.840 --> 00:23:33.350
understand what they're looking for and
00:23:33.360 --> 00:23:34.670
see if it's the right fit. And if it's
00:23:34.680 --> 00:23:36.750
not us, I probably know somebody that I
00:23:36.760 --> 00:23:38.350
can point them to.
00:23:38.360 --> 00:23:39.590
>> Mhm.
00:23:39.600 --> 00:23:41.150
So, what are some patterns that you've
00:23:41.160 --> 00:23:43.350
noticed? Because 81 founders there's
00:23:43.360 --> 00:23:44.830
likely going to be some pattern
00:23:44.840 --> 00:23:48.310
recognition in this. So, I want you to
00:23:48.320 --> 00:23:50.510
maybe finish this sentence.
00:23:50.520 --> 00:23:52.910
So, I'm going to start out by saying
00:23:52.920 --> 00:23:56.110
great founders always
00:23:56.120 --> 00:24:00.190
>> Ooh, that's a good one.
00:24:00.200 --> 00:24:01.710
There's so many things. I have so many
00:24:01.720 --> 00:24:03.430
thoughts.
00:24:03.440 --> 00:24:05.910
I will say maybe one that people don't
00:24:05.920 --> 00:24:08.670
hear as often is that great founders
00:24:08.680 --> 00:24:11.590
always lift up other people.
00:24:11.600 --> 00:24:12.710
>> Mhm.
00:24:12.720 --> 00:24:15.590
>> In in being a founder, there's so much
00:24:15.600 --> 00:24:16.870
on your plate. There's so much stress
00:24:16.880 --> 00:24:19.110
and pressure. It can be really easy to
00:24:19.120 --> 00:24:21.750
just focus on what you have to get done
00:24:21.760 --> 00:24:23.910
and the people that are counting on you.
00:24:23.920 --> 00:24:26.110
Um but, I mean you you you speak about
00:24:26.120 --> 00:24:27.350
this all the time as well about how
00:24:27.360 --> 00:24:29.070
important it is to be able to take the
00:24:29.080 --> 00:24:31.310
time to support other people. And as
00:24:31.320 --> 00:24:33.150
founders, you have to do a lot of asking
00:24:33.160 --> 00:24:34.990
for favors and calling in that
00:24:35.000 --> 00:24:37.150
generosity. So, it's a good thing to
00:24:37.160 --> 00:24:39.190
remember that you also should make
00:24:39.200 --> 00:24:41.190
capacity for yourself to find ways to do
00:24:41.200 --> 00:24:42.550
that to others as well. And it can be
00:24:42.560 --> 00:24:44.310
really simple as checking in with
00:24:44.320 --> 00:24:45.990
another founder and say, "Hey, how you
00:24:46.000 --> 00:24:47.670
doing? Can I help you with anything?"
00:24:47.680 --> 00:24:49.550
Or, "Are you doing okay?" It's a tough
00:24:49.560 --> 00:24:51.870
life out here as a founder.
00:24:51.880 --> 00:24:53.670
>> Yeah. Yeah, I call it sort of how you
00:24:53.680 --> 00:24:54.950
how are you contributing to the
00:24:54.960 --> 00:24:56.990
ecosystem, right? You obviously can take
00:24:57.000 --> 00:24:59.550
from it and you also have to feed it.
00:24:59.560 --> 00:25:01.030
You got to feed it immeasurably more
00:25:01.040 --> 00:25:03.550
than what you take from it so that it
00:25:03.560 --> 00:25:05.190
can be sustainable.
00:25:05.200 --> 00:25:07.590
So, how about on the flip side to that?
00:25:07.600 --> 00:25:09.190
So, finish this one.
00:25:09.200 --> 00:25:10.270
Um
00:25:10.280 --> 00:25:13.390
Great leaders never
00:25:13.400 --> 00:25:14.710
dot dot dot.
00:25:14.720 --> 00:25:19.750
>> Ooh, great leaders never
00:25:19.760 --> 00:25:23.310
Oh, great leaders never assume that they
00:25:23.320 --> 00:25:25.070
know it all.
00:25:25.080 --> 00:25:26.990
I think no one knows it all, right? Not
00:25:27.000 --> 00:25:29.550
one single person knows it all and
00:25:29.560 --> 00:25:31.310
there's pressure again for leaders,
00:25:31.320 --> 00:25:32.870
regardless of whether it's for a startup
00:25:32.880 --> 00:25:35.070
or for a larger corporation, there's
00:25:35.080 --> 00:25:36.550
pressure to show that you know it all,
00:25:36.560 --> 00:25:37.870
that you have it all together and you
00:25:37.880 --> 00:25:39.390
have all the answers.
00:25:39.400 --> 00:25:40.910
And I think the best leaders I've worked
00:25:40.920 --> 00:25:42.870
with are the ones who are unafraid to
00:25:42.880 --> 00:25:44.710
admit that they don't.
00:25:44.720 --> 00:25:47.110
>> Yeah. Yeah, have there been I'm
just
00:25:47.120 --> 00:25:48.550
curious just because you happen to have
00:25:48.560 --> 00:25:50.110
so many different conversations with
00:25:50.120 --> 00:25:53.990
people at different times.
00:25:54.000 --> 00:25:55.470
Is it tough for you to have hard
00:25:55.480 --> 00:25:57.750
conversations where maybe things are
00:25:57.760 --> 00:25:59.270
somewhere and they're not? Like how do
00:25:59.280 --> 00:26:01.110
you how do you
00:26:01.120 --> 00:26:03.070
wind through that?
00:26:03.080 --> 00:26:05.630
>> For me, no, because, you know, I I have
00:26:05.640 --> 00:26:08.230
a a baseline respect for founders. You
00:26:08.240 --> 00:26:09.990
know, they all come with amazing
00:26:10.000 --> 00:26:11.390
backgrounds and they want to do the
00:26:11.400 --> 00:26:13.070
right thing and they're trying their
00:26:13.080 --> 00:26:14.670
best. Truly, I've yet to meet a founder
00:26:14.680 --> 00:26:15.670
that
00:26:15.680 --> 00:26:17.830
doesn't feel like they have,
00:26:17.840 --> 00:26:19.550
you know, an authentic reason for why
00:26:19.560 --> 00:26:21.550
they're working this hard because it's
00:26:21.560 --> 00:26:23.230
so hard. So, if you aren't driven by
00:26:23.240 --> 00:26:25.110
something meaningful, then I don't know
00:26:25.120 --> 00:26:26.950
how you would do it. So, even if they're
00:26:26.960 --> 00:26:28.510
making a mistake or they don't see
00:26:28.520 --> 00:26:30.550
something clearly yet, it's probably
00:26:30.560 --> 00:26:32.510
just a case of they weren't aware, they
00:26:32.520 --> 00:26:34.350
didn't realize, or, you know, they
00:26:34.360 --> 00:26:35.950
didn't have that exposure at the right
00:26:35.960 --> 00:26:38.950
time. So, it feels like a kindness to
00:26:38.960 --> 00:26:40.310
tell them the truth, even if that could
00:26:40.320 --> 00:26:41.990
be a hard conversation that, you know,
00:26:42.000 --> 00:26:43.510
maybe your idea just isn't going to
00:26:43.520 --> 00:26:46.030
work. Um but I think if you have that
00:26:46.040 --> 00:26:47.910
respect for it's okay because you're
00:26:47.920 --> 00:26:49.190
still brilliant and there's still a
00:26:49.200 --> 00:26:50.430
million other things you you do and
00:26:50.440 --> 00:26:52.230
you've learned so much from this
00:26:52.240 --> 00:26:54.950
venture, then it's not that difficult of
00:26:54.960 --> 00:26:56.750
a conversation.
00:26:56.760 --> 00:26:57.550
>> Cool.
00:26:57.560 --> 00:26:59.910
So, maybe last question, someone
00:26:59.920 --> 00:27:01.310
stumbles upon this, maybe it's like a
00:27:01.320 --> 00:27:03.350
decade from now, and they come across
00:27:03.360 --> 00:27:05.670
our conversation, which I think I've had
00:27:05.680 --> 00:27:07.230
I've had a lot of fun
00:27:07.240 --> 00:27:09.190
doing this discussion. I guess what's
00:27:09.200 --> 00:27:11.830
the one idea, the one thing that you'd
00:27:11.840 --> 00:27:14.350
want them to walk away with, and that
00:27:14.360 --> 00:27:15.870
they can
actually take action on to
00:27:15.880 --> 00:27:17.710
progress?
00:27:17.720 --> 00:27:19.630
>> Uh I think the idea that, you know, a
00:27:19.640 --> 00:27:21.710
lot of people say innovating in
00:27:21.720 --> 00:27:23.750
healthcare is scary, and a lot of people
00:27:23.760 --> 00:27:25.510
try to avoid it. I see a lot of really
00:27:25.520 --> 00:27:28.270
smart founders try to find workarounds
00:27:28.280 --> 00:27:29.950
or or, you know, go the wellness route
00:27:29.960 --> 00:27:31.510
or whatever it may be.
00:27:31.520 --> 00:27:33.710
And I just want to encourage people that
00:27:33.720 --> 00:27:36.310
it isn't as scary as it seems. There's
00:27:36.320 --> 00:27:38.110
tons of people in healthcare who are
00:27:38.120 --> 00:27:39.790
very mission-driven, and so they want to
00:27:39.800 --> 00:27:41.870
help and support. Even though it seems
00:27:41.880 --> 00:27:43.830
like an intimidating industry, there's
00:27:43.840 --> 00:27:46.510
so much generosity there. And we need
00:27:46.520 --> 00:27:48.550
it. We need those founders to be making
00:27:48.560 --> 00:27:50.270
bold changes in healthcare. We all know
00:27:50.280 --> 00:27:52.510
every country's healthcare system needs
00:27:52.520 --> 00:27:54.310
drastic improvements today. So, it's
00:27:54.320 --> 00:27:56.270
such worthwhile work. So, I'd encourage
00:27:56.280 --> 00:27:58.470
people, even a decade from now, not to
00:27:58.480 --> 00:28:00.830
be scared of jumping into this field.
00:28:00.840 --> 00:28:01.950
>> Yeah, I just think that there's certain
00:28:01.960 --> 00:28:03.150
things that aren't going to be changing
00:28:03.160 --> 00:28:06.270
anytime soon. Yeah, that's one of them.
00:28:06.280 --> 00:28:08.390
So, there's
00:28:08.400 --> 00:28:09.990
Thank you for today.
00:28:10.000 --> 00:28:12.110
Uh kind of a cool first full circle
00:28:12.120 --> 00:28:13.910
moment for those, you know, if you're
00:28:13.920 --> 00:28:16.270
listening, you know, Megan reached out
00:28:16.280 --> 00:28:17.550
to me a while ago, and we had a great
00:28:17.560 --> 00:28:19.030
conversation.
00:28:19.040 --> 00:28:21.390
And to see the action
00:28:21.400 --> 00:28:22.910
that you've taken
00:28:22.920 --> 00:28:24.750
and how you've progressed and continued
00:28:24.760 --> 00:28:28.470
to move ahead is really encouraging. And
00:28:28.480 --> 00:28:30.150
the fact that you're building an
00:28:30.160 --> 00:28:32.070
ecosystem that also encourages others
00:28:32.080 --> 00:28:34.270
along the way, a testament to having 81
00:28:34.280 --> 00:28:35.470
founders
00:28:35.480 --> 00:28:37.190
and counting and continuing to grow, and
00:28:37.200 --> 00:28:38.590
that you're on your journey, it's really
00:28:38.600 --> 00:28:40.470
lovely. And I don't believe that we
00:28:40.480 --> 00:28:42.350
spend enough time
00:28:42.360 --> 00:28:44.070
celebrating the people that are kind of
00:28:44.080 --> 00:28:46.150
behind the scenes, that are quietly
00:28:46.160 --> 00:28:49.030
making innovation possible the mentors
00:28:49.040 --> 00:28:50.830
the connectors you know the the people
00:28:50.840 --> 00:28:51.950
that are willing to ask like these
00:28:51.960 --> 00:28:52.870
really
00:28:52.880 --> 00:28:54.510
tough questions so that companies can
00:28:54.520 --> 00:28:56.430
move ahead. So thank you for being one
00:28:56.440 --> 00:28:58.590
of those people because we need there
00:28:58.600 --> 00:29:01.110
needs to be more of us that are that are
00:29:01.120 --> 00:29:03.030
out there and um
00:29:03.040 --> 00:29:04.590
if there is someone if you're tuning in
00:29:04.600 --> 00:29:06.430
you find this particular conversation to
00:29:06.440 --> 00:29:08.270
be really captivating and fascinating
00:29:08.280 --> 00:29:10.470
and you're encouraged by it then there
00:29:10.480 --> 00:29:12.190
is one ask which is would you mind
00:29:12.200 --> 00:29:15.350
sharing it or commenting on it and uh
00:29:15.360 --> 00:29:16.470
maybe sending it to someone that you
00:29:16.480 --> 00:29:19.350
think would really benefit greatly from
00:29:19.360 --> 00:29:21.310
it. And if there is someone that you
00:29:21.320 --> 00:29:23.670
feel would be a great uh person to have
00:29:23.680 --> 00:29:25.510
on the show let us know drop a comment
00:29:25.520 --> 00:29:28.110
we do read those we do uh examine those
00:29:28.120 --> 00:29:29.550
we want to have great people coming on
00:29:29.560 --> 00:29:31.710
to the show so that we can continuously
00:29:31.720 --> 00:29:33.750
bolster the ecosystem.
00:29:33.760 --> 00:29:36.150
Um this this isn't just about content it
00:29:36.160 --> 00:29:39.470
is about an interactive community and um
00:29:39.480 --> 00:29:41.270
we take that very seriously. So thank
00:29:41.280 --> 00:29:43.750
you so much Megan for joining thanks for
00:29:43.760 --> 00:29:46.310
listening keep building with purpose and
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we will see you next time on the
00:29:48.720 --> 00:29:52.600
Advancing Healthcare Innovation Show.