Inspired with Alexa von Tobel
00:40:48 · Jeremy Gurewitz
[00:40:48] S0: Well, some of will be out there. So some of them will be a little nitty gritty. And then some of them will be maybe more broad, fun ones. So nitty gritty, the restriction on physician owned hospitals will go away. So right now, there's a regulation that says that physicians are not allowed to own hospitals. And again, like most health care regulation, the spirit of it was that people were concerned that physicians would direct folks to their own hospitals. And we don't want that. But the reality is that now it just has meant that hospitals are owned by for profit companies. And again, some were for profit companies. Some of them can be good. But some of them don't really do a good job. Or these kind of giant nonprofits, which again, operate as local monopolies. And so to me, it's very clear that... And I think you see this in so many categories across the board is when you have competition and when you have choice for people that ends up resulting in generally better outcomes because people have to push for it. So the restriction for physician owned hospitals will go away. There's been a lot of really interesting models, different care delivery models in terms of like, cause right now you imagine a hospital and it's this giant building with like a thousand different things in it. But it doesn't need to be that way. There can actually be micro hospitals or kind of like very small tailored particular things to a specific treatment. There's no reason why it all has to be in this giant super complex operational thing. And so I think in the future, there's gonna be way more choices and way more opportunities for people to experiment with different ways to help people on their most critical pieces of need. So that's one kind of piece. I think one of the other things in the future is like, as I mentioned, it's very, very clear to me that all of the data problems will eventually go to a way. So that's one of the biggest things, getting health records, connectivity, treatments, matching all that. Right now, the systems are so bad. It's like you have all that.
00:42:44 · Jeremy Gurewitz
And it's very clear that in the future, by default, and Charlotte, you and I were talking about this briefly, every single interaction you have with any practitioner across the health care system will be recorded, uploaded somewhere, captured, and going to be matched across your your own medical record. And so in the future, all of that data will be existing, captured by AI. Capture is the wrong word. Analyzed by AI and used to kind of predict what's going to matter the most for you in the future. And I think the last thing and this is something that I think there's a lot of companies that are really working on this and we'll see is I do really think personalized medicine will become a real thing. So I think there's been a lot of attempts on it, and it's still very far away in the future. But if you read a lot of the clinical research, they're getting closer and closer to understanding the chemical interactions, again, with the power of AI. And so I do really think that in the future, there are going to be treatments that are tailored to you very specifically. The more research we have, the more we see that people's biomes are totally different. Not even like your genetic code, but even just like the way your cells are oriented, the way your gut operates. And so in the future, there's going to be very tailored treatments to use specifically that's going to help in a broad variety of ways. So hopefully that's interesting enough.
00:44:05 · Alexa von Tobel
[00:44:05] S1: Jeremy, I wanna move a little bit to you as a leader. And I think you and I kind of share a philosophy with Charlotte that urgency really matters. I think I always say CEOs are engines, and they kind of set the speed of which everybody moving. But you, uniquely, have always operated with an incredible sense of urgency just given how important the task at hand is that you're managing. How do you build two things? That's that core sense of speed and urgency into the the company in a safe way, just given that you're not just selling widgets, right? Like, these are really important things that matter. So how do you develop that sense of urgency? And I have a follow-up question.
00:44:45 · Jeremy Gurewitz
[00:44:45] S0: Yeah. So it's a really fine balance because obviously... And and I think you see this with a lot of founder CEOs of, like, you know, you could always by default just say nothing's ever good enough. We have to move faster, blah blah blah. And I think I think that's actually a mistake to just have that be the blanket default. Instead of instead of just saying nothing's ever good enough, what we say is, like, we use, like, the maximum possible amount of urgency when it comes to a particular thing. And so we are very strongly committed to setting goals and deadlines, and we push hard to understand what causes time delays. So, like, if we're building a piece of software, we do... You know, not only do we have a PRD, but we ask our our engineers to, you know, write down, for example, what what are the riskiest parts of a thing? What are the areas that we think we can push on? And I think it makes sense to... Like, you wanna treat people like people, like adults. Like, what... I think myself and and my cofounder, Sarah, we drill really, really deep into the details. So for example, even if it's a marketing project, we say we think it'll take a week. Why is it going to take a week? Let's understand the specific uses of time, and let's really drill in on if we think that those marginal increments of time are going to add the additional ROI or the value associated with that. And so I think that, obviously, you can just have that blunt instrument of just saying move faster. Nothing's good enough. But we try and instill in the culture. And because sometimes there are things that do take time. Like if you're building a really critical feature or something that the patient is directly seeing, the last thing you want in the world is to ship something buggy or ship something that breaks or would be unreliable. And so those are types of things that are really good uses of time, and you have to build in uncertainty when it comes to software. And you have to build in testing time. I think that it's... It sounds a little bit, like, simplistic to say it, but, like, being sophisticated with time allocation and being thoughtful about what's worth spending time on and what's not, I think, is the way that you can instill a sense that time is incredibly valuable and you wanna use it to its utmost.
00:47:04 · Alexa von Tobel, Jeremy Gurewitz, Charlotte Ross
[00:47:04] S1: I wanna shift quick fire round where we just asked about some of the things that have helped make you you. And so I'm just gonna ask some questions. Want... Like, first thing that comes to your mind. The first is, what book have you read in your whole life? And it doesn't have to be a business book that has left a material impact on you and the way you think? [00:47:24] S0: Oh, man. [00:47:26] S2: Jeremy's an avid reader too. Feel like you read a book a week or something crazy. [00:47:31] S0: Yeah. I read a lot of books. And so five books popped into my head. [00:47:38] S1: I'll let you pick two. How about that? [00:47:40] S0: The Great Divorce by CS Lewis is what popped into my head, which is a pretty intense one about the nature of the choices that we make in our lives is maybe one way that I would say that. And then I'll just say beyond good and evil by Nietzsche, which is philosophically how we think about what matters. [00:48:01] S1: I love it. What's a mantra that kind of runs in the back of your head? And it can be anything, but just sort of a mantra that you kinda come back to or believe in. [00:48:12] S0: Nothing is impossible. [00:48:15] S1: I love that, Jeremy. That is very you, by the way. What is a habit that you've adopted? You know, you're now at the helm of a probably one of the fastest growing companies in health care, period, of the last twenty plus years, which that alone is a crazy achievement. And I know in your mind, we're in chapter one, just getting started. But what is a habit that you've adopted so that you could be a sturdy pilot?
00:48:15 · Alexa von Tobel, Jeremy Gurewitz
[00:48:15] S1: I love that, Jeremy. That is very you, by the way. What is a habit that you've adopted? You know, you're now at the helm of a probably one of the fastest growing companies in health care, period, of the last twenty plus years, which that alone is a crazy achievement. And I know in your mind, we're in chapter one, just getting started. But what is a habit that you've adopted so that you could be a sturdy pilot? [00:48:37] S0: I've become really obsessed and maniacal about making sure that I exercise, which sounds funny, but I found just whenever I skip it, the impact on my mood and even just broadly speaking, I'm not as effective as a CEO. Exercising is everything. [00:48:55] S1: Amen to that, by the way. When you think of to date, a pinch me moment at Solace, something that just, like, you really went home and looked at your wife and were like, can't believe that, like, what was that? And I'm sure it's not the fundraising. What was a pinch me moment for you?