Podcasts about truepill

Male fertility represents an often overlooked yet critical component of the reproductive health journey. Our next guest, Matt Alley, is transforming this space as COO of Posterity Health, a pioneering virtual-first center of excellence dedicated to male fertility. With extensive operational leadership experience at Amazon, Alto Pharmacy, and HelloFresh, Matt brings a patient-centered approach to this underserved healthcare sector. Drawing from his own fertility journey, Matt is passionate about improving outcomes for couples through early male intervention, which can increase IVF success rates by over 2x. Join us as Matt shares how Posterity Health's innovative model combines reproductive urologists and advanced practice providers to deliver specialized care nationwide, challenging traditional fertility paradigms and pioneering the next wave of reproductive healthcare. Let's go!Episode Highlights:Matt's personal fertility journey discovering he was azoospermic in 2020 influenced his passion for male reproductive health.Posterity Health uses 80% telehealth services to extend the reach of reproductive urologists—a scarce resource with only 200-250 specialists nationwide.Treating male fertility factors can improve IVF outcomes by 2.3x, making fertility treatment dollars more effective.30-40% of their male patients haven't seen a doctor since age 18, highlighting a significant gap in men's healthcare engagement.Posterity Health maintains an 82 NPS score by using text-based communication and consistent provider relationships to build patient trust.About our Guest: Matt Alley is a seasoned Chief Operating Officer with extensive experience driving operational excellence within high-growth companies, including industry leaders like HelloFresh, Truepill, and Amazon. Matt's strategic vision has successfully transformed business systems and processes, delivering efficiency, scalability, and growth across fulfillment and healthcare operations. Currently, as COO of Posterity Health, Matt leads initiatives in male reproductive healthcare, including developing a unique Advanced Practice Provider program that maximizes patient care efficiency. Known for his ability to foster cross-functional collaboration, Matt has managed large teams and significant budgets and has played a pivotal role in securing funding to support corporate growth and innovation. His background includes dual master's degrees and leadership in automation design, strategic partnerships, and supply chain management.Links Supporting This Episode: Posterity Health Website: CLICK HEREMatt Alley LinkedIn page: CLICK HEREPosterity Health LinkedIn: CLICK HEREMike Biselli LinkedIn page: CLICK HEREMike Biselli Twitter page: CLICK HEREVisit our website: CLICK HERESubscribe to newsletter: CLICK HEREGuest nomination form: CLICK HERE

Watch us on YouTube!Paul and Ed are breaking down the math of a recent acquisition to illustrate headline numbers are not always exciting.  Here's the full scoop on the Truepill acquisition.Plus, where are all the good tech employees?We'd love it if you'd leave us a rating.  It takes less than a minute and really helps us out.  Just click here!If you've got a comment or question for the show, you can e-mail us at show@resultsjunkies.com.  You can find Paul and Ed  online @paulsingh and @pizzainmotion.

Watch us on YouTube!Paul and Ed are breaking down the math of a recent acquisition to illustrate headline numbers are not always exciting.  Here's the full scoop on the Truepill acquisition.Plus, where are all the good tech employees?We'd love it if you'd leave us a rating.  It takes less than a minute and really helps us out.  Just click here!If you've got a comment or question for the show, you can e-mail us at show@resultsjunkies.com.  You can find Paul and Ed  online @paulsingh and @pizzainmotion.

In today's podcast we cover four crucial cyber and technology topics, including: 1.        Postmeds company Truepill leaks customer data 2.        Lockbit claims data breach against Finland's leading frozen food storage firm 3.        U.S. asking for details about hacker “Nopaoh” in relation to 2016 heist 4.        FBI says they have dismantled IPStorm proxy net  I'd love feedback, feel free to send your comments and feedback to  | cyberandtechwithmike@gmail.com

Irfan Alam is the CEO of Frontrow Health, a startup with a mission to finally put Americans in the front row of their own healthcare. Will and Victoria talk to Irfan about his background in business strategy and development for healthcare companies, how he went about searching for and building the perfect team, and how he started the culture of Frontrow Health on a level where there is balance and people want to join because it has a good culture. Frontrow Health (https://thefrontrowhealth.com/) Follow Frontrow Health LinkedIn (https://www.linkedin.com/company/frontrowhealth/). Follow Irfan Alam on LinkedIn (https://www.linkedin.com/in/irfanalam12/). Follow thoughtbot on Twitter (https://twitter.com/thoughtbot) or LinkedIn (https://www.linkedin.com/company/150727/). Become a Sponsor (https://thoughtbot.com/sponsorship) of Giant Robots! Transcript: WILL: This is the Giant Robots Smashing Into Other Giant Robots Podcast, where we explore the design, development, and business of great products. I'm your host, Will Larry. VICTORIA: And I'm your other host, Victoria Guido. And with us today is Irfan Alam, Founder, and CEO at Frontrow Health, a startup with a mission to finally put Americans in the front row of their own healthcare. WILL: Hi, Irfan. Thank you for joining us. IRFAN: Thanks for having me; super excited to chat more about the whole process of building and launching Frontrow Health. VICTORIA: Yes, we're super excited. Of course, I know you as a client of thoughtbot, and I'm excited to hear your story. And you have this background in business strategy and development for healthcare companies. But what led you to decide to start your own platform? IRFAN: I think it was a combination of two things; one was a lived experience being inspired by the power of entrepreneurship with my family and then working at Everlywell. And then two, it was discovering and being reminded of a critical problem that I saw in the industry that I then became excited about solving. So growing up, I was raised by my two parents and my grandparents. My grandfather was an entrepreneur himself and also an immigrant and kind of brought our whole legacy of my family into the U.S. from Southeast Asia. He has always motivated me to take risks and to build something great for the world, and that's what he's always wanted for me. And so I joined Everlywell, a small digital health startup, back in 2019 because I was excited to get my feet wet in the world of startups. It was just within a number of months after that I had joined where COVID-19 hit, and Everlywell, a home lab testing company based out of Austin, got swept up into the storm of COVID and, in a lot of ways, threw ourselves into the center of the storm when we ended up launching the first home COVID-19 test. And it was that summer of 2020 when I probably had the most profound personal and professional growing experience of my life, just trying to handle this chaos and confusing world that we were all living in. But then also simultaneously watching how a small team could make an outsized impact in the world during a time of need. And that really led me to want to pursue my own startup ambitions. So I started thinking about business school. The founder and CEO, Julia Cheek, went to Harvard Business School in 2009 and publicly talks about it being sort of this magical moment in time where people were flooding in from the downturn economy, excited about solving new problems. And her class of graduates is sort of like a famous class of entrepreneurs. And so I brought it up with her, and she was super supportive. And I went through the process and got super lucky. And I decided to take the summer off in 2021 before coming to HBS and moving back to Boston. And it was during that summer where I started thinking about the problems that companies like Everlywell and direct-to-consumer health brands faced that I realized was not just at the fault of their own but because the industry didn't have the right digital tools necessary to succeed. That's sort of the origin of how Frontrow Health came to be. WILL: Sweet. So perfect segue; tell us more about the mission of Frontrow Health. IRFAN: We're on a mission to put people on the front row of their own healthcare. And we really just want to reimagine how people shop for their healthcare online. What I learned at Everlywell was that this boom of consumer health which means people who are taking charge of their own health and are able to do that directly through these digital health companies was a form of healthcare that could create a tremendous amount of value in people's lives. But that was only really accessible to a small niche audience. And it didn't feel like it was equitably accessible to the average American. And so some of those barriers that I realized as a part of my work at Everlywell for why the average American wasn't engaging with consumer health, this otherwise really powerful form of taking charge of your own health and wellness, was because of these three blockers that we're trying to address at Frontrow Health. The first being that people just don't know about what kinds of solutions are out there that can address their health issues beyond just taking a prescription medication given to them by the doctor that they visit in their office. The second is if they do know, they don't know what to trust. They don't know whether this spam of healthcare companies that they're getting advertisements on from Instagram are the right companies, whether these products are safe and effective for them uniquely because of their unique health issues their unique health history. And then finally, even if they are aware and they do trust the health product, at the end of the day, a lot of Americans just can't afford to spend money out of pocket to pay for these consumer health and wellness products like consumables, devices, virtual services, et cetera. And so Frontrow Health is all about trying to break down those barriers in order to unleash consumer health to the average American. VICTORIA: And were you always drawn to that healthcare industry from the beginning? IRFAN: Yeah. So I grew up very privileged with two parents who are physicians. My mom is a psychiatrist, which is quite rare for women of color, specifically of South Asian descent, to be a psychiatrist. And then my dad was a gastroenterologist. They were always the gut-brain connection between the two. And so, growing up, I somewhat classically assumed that I was going to be a doctor. Got to college, thought that that was going to be my path. I realized quickly that there is a whole world outside of being a physician yourself that I could still be a part of in healthcare without being a doctor. My parents actually, interestingly enough, began to encourage me to think beyond just being a doctor, with them both feeling like the amount of scale of impact that they could have would never be the same as someone who could do that through business or policy or these other facets that are important to healthcare. And so I got to undergrad, started studying policy economics. I started doing internships at different healthcare consulting firms. And I ended up first working at a life science business strategy consulting firm out of college. And it was great, but it ended up not being what I was most excited about because it was really focused on the biopharmaceutical and medical device industry. And what I realized when I got there was I just had this growing passion for digital health and technology, as I saw that it was kind of the future of how people were going to be able to take more preventative charge and improve their health over the long term. And so I was working on this digital health white paper with a partner at the consulting firm I was at, and I was doing research and stumbled upon Everlywell. And then, they had a job opening for this business strategy role. So that's why I ended up taking the leap into the startup world, into the digital health world, and just loved it and kept wanting to continue to grow my experience in that space. WILL: That's amazing. Your parents encouraged you to step outside of just the doctor-physician role and to think higher. So, as a founder, you know, it was amazing that your parents, as physicians, encouraged you to think higher and think into different roles. And as a founder, what were some of the decisions you had to make? What were some of the easier ones? What were some that were surprisingly difficult? IRFAN: I think the biggest misnomer of the founding experience is that founding a company is extremely linear. Sometimes you go one direction forward, and then you take a direction diagonally back, and then you go horizontally straight, and that was my story. When I do my pitch about Frontrow, I try to make it feel a little bit more linear, so it makes sense to people. But the truth is the quote, unquote, "hardest decisions" were about every time there was a direction changing point, and it required a decision about is this the right idea? Do I want to spend more time on another idea? Have I validated this enough? Should I validate it differently? Should I pursue this one further? What does that pursuit look like? Who should I pursue it with? Is it time to raise money? Do I drop out of school? Like, those direction-changing points that then create this much more complex map of the founder experience versus a linear line up into the right is, I think, the more challenging parts of being a founder. VICTORIA: That makes a lot of sense that you have to really go through this iterative process to figure out where are you spending your time, is it in the right place? A lot of hard decisions to make. And while you were founding Frontrow Health, you were also a part-time investor at Rock Health and reviewing other healthcare startup proposals. So did you see any trends or patterns that influenced how you progressed as a founder? IRFAN: Totally, yeah. That was actually instrumental to Frontrow Health. So the story is when I took the summer off before business school, I started thinking about different problems in the world, healthcare, and non-healthcare. Or actually, to be clear, I started thinking about lots of different solutions and ideas and then quickly began to realize that that was not the right approach to founding. I think the first step is to think about problems, problems you've seen, problems you've experienced, that you know others are experiencing, and then work to a solution from there by starting with what the user is experiencing. And so as I was going through that hacky journey over the summer, just randomly, a number of small healthcare companies started reaching out to me asking me for my opinion and advice about how or whether they should go direct-to-consumer, whether they should sell healthcare products direct to the consumer, which is what I did a lot of work on at Everlywell as one of the pioneering consumer health brands in the space. And I started to notice this trend of me telling these companies, "No, don't do it. It's really expensive. It's really ineffective and unprofitable to acquire customers through traditional paid media avenues like Instagram, TikTok, Snapchat, Facebook, et cetera." And, unsurprisingly, you could imagine Everlywell was trying to sell a home diabetes test for people who are type 2 diabetics but were only able to target people based on their interest in yoga and running, which is not really a substitute for a severe chronic condition. And as a result, thousands of people would see our ads every day that had no clinical relevance to our solution. And that was one of the deep problems of why consumer health companies weren't able to reach out to the audiences that actually really needed their solutions. And so when I got to Rock Health at the first semester in business school, doing this sort of part-time investor gig, on the first day, the partners basically told me, "Oh, we don't invest in consumer health." And I was like, "Oh, whoa, okay, that's my jam. That's a bummer. That's like [laughs] the only thing that I know about." And as I started to see the data and the pipeline of companies that were looking for investments and understanding what their unit economics looked like, what their go-to-market approaches looked like, that's when I started to put the dots together that this was not just an Everlywell problem; this was an industry problem. Mark Zuckerberg didn't build Facebook so that direct-to-consumer healthcare companies can cost-effectively target clinically relevant patients online. That just happens to be what it's being used for today. And so that's when I started to realize that there had to be a quote-unquote, "better way." WILL: You bring up social media at Frontrow Health. Have you had to combat the medical advice of social media? IRFAN: Yeah. You mean like this concept of quote, unquote, "Instagram medicine?" WILL: Yes. Yes. IRFAN: It's a great question. So as the story continues, I began to think about what is the right solution to this problem? And instead of Everlywell, I started thinking about the right solution to this problem. What I realized was instead of Everlywell wasting away millions of dollars to big tech companies that wasn't going to improving the health of anybody, what if we gave that money back to the consumer in reward for sharing their health information which would allow us to target them with the right clinically relevant products? That was the first version of Frontrow Health. I called it Health Mart back then. And so I basically started to get people to fill out a Google Form with their health data. And then I worked with my parents to send weekly product recommendations over email based on their unique health needs; you know, I want to sleep better; I'm a diabetic, whatever it is. And then, I wanted to see if I was just going to Venmo them cashback upon purchase if they were going to be any more likely to buy these products for these health brands. And at first, people were incrementally more likely to buy. It wasn't mind-blowing. And so, as I started to talk to the participants of the study, I started saying, "You know, you said that you have high cholesterol. These supplements have active ingredients that have been shown to reduce LDL levels. It's pretty cheap. I'm giving you 25-30% cashback. Why haven't you bought it?" And what they started saying was, "Well, I don't know what these active ingredients are. And before I put that in my body, I want to check with my doctor first." And so that was the final aha moment that led us to Frontrow Health, which is, what if we could bring the doctor into the fold? And instead of consumers just experiencing this Instagram medicine where they're just being blasted with Instagram ads every day about different health products, and they don't know what to trust, that second barrier that I talked about earlier, what if the doctor could instead of just being a guide for what prescription medications you should be taking could also be a guide on what health and wellness products you can be using? And so I added my dad to the email thread, and I said, "Okay, you can talk to an independent medical provider and ask them questions about the products that you're being recommended." And that's when people started buying because then they were able to find the trust in the products that were being curated based on their unique information. WILL: Wow, that's really neat. So to help the audience understand your iteration today, so the first iteration was just giving products and then Venmoing them back cashback. And then the second was bringing in a provider. So what does the product look like today? IRFAN: We went through, like you mentioned, a lot of different iterations of this. There were even prior iterations to this that are more representative of that founder map versus the linear line that you've sort of just heard now. But in terms of where the story went from there, I began to think about how to validate this idea further. I came into winter break; the pilot went well. People were buying a lot of products. And so, I decided to sunset my part-time investor gig at Rock Health and decided to reallocate all my time to working on Health Mart at the time. What I started to think about was, well, what if the doctor was able to earn compensation for writing private product reviews regardless of their opinions? So that was the next iteration was like, how do you incentivize a doctor to take time out of their day to do this new behavior that doesn't exist? Doctors are not writing personalized private product reviews for their patients on supplements, home medical devices, apps, et cetera. And how could we get them to? And so, I started thinking about what are the different motivations of providers? Their time is extremely valuable. How do you incentivize them correctly without incentivizing them to give good or bad feedback but just honest feedback? Then I started basically having my dad recommend Health Mart to his patients every day to see would patients sign up. Like, if doctors were intrinsically motivated to get their patients on the platform so that they can help them get away from Instagram medicine and at the same time earn compensation for themselves as an additional revenue stream, could independent medical providers see that as valuable and a good use of their time? And the first piece of that about whether patients would sign up worked unsurprisingly very well. If your doctor is telling you to sign up for something, or it's free to sign up, and you only pay when you want to buy a product, and they're going to, for the user, be able to ask for feedback from the provider, they were pretty excited. But then the question of would doctors sign up, I started...basically, I had my mom. The next iteration was I had my mom make a couple of posts in these doctor Facebook groups. I put together a little website, a very ugly version of what we have today for a provider marketing page. And I had my mom drop the link in a couple of different doctor Facebook groups. And we actually started getting signups from the doctors. And then, as we started talking to them, what we realized was two things; it was like a win-win. The doctor was happy because they were getting compensated, and they were happy because their patients' health was improving. So when Obama was in administration, he passed a really fundamentally important piece of legislation called The Sunshine Act. And that basically ended this quote, unquote, "golden era" of pharma companies giving kickbacks to doctors. WILL: Oh wow. IRFAN: And so since then, doctors have been very eager to find additional revenue streams that they can leverage their decades of medical expertise to earn. They got medical bills to pay off loans to pay off. They spent 20 years training for this job. And so they were excited about an additional revenue stream that leveraged their medical expertise and also helped their patient. Because they also started saying things like, "Well, my patients are always asking me like, 'What about these supplements I saw for these ads online?'" And the doctor says, "I don't know what these supplements are. WILL: [laughs] IRFAN: I don't have the data in front of me. I don't know what the ingredients are. I don't know whether to trust the company or not." And we are building a platform where it's all streamlined for the provider. The provider is able to review the clinical information. They're able to review their patient information. They're able to really quickly write reviews. We give them templates. We give them suggestions. They're able to reapply recent reviews. And so that was sort of the next iteration. And that's actually when thoughtbot came in and when I started thinking about raising a small round, getting a dev shop to help me build the MVP. And that's kind of how the semester ended up closing out. VICTORIA: I love that your mom and dad were so supportive, it sounds like, of you going full-time on this startup. Was that scary for them for you to do that? IRFAN: It's so funny, yeah. So what happened next was I decided I wanted to start raising a small round because I had the conviction that there was a problem to be solved for consumers, for doctors, and for health brands. And we could build this one unique multi-sided marketplace to solve them. I ended up going back to Austin for spring break partially to visit my family and partially because I wanted to pitch to Julia, the founder of Everlywell, who I thought of all people on planet Earth would understand what I'm trying to do. She would get it because I am building a SaaS solution for health brands like Everlywell and her consumers. And she got it. She was jazzed. And so, she decided to angel invest. And that basically spurred a ton of interest from venture capital firms. I wasn't originally thinking about raising an institutional round but was very lucky with the timing. Just before the market crashed, it was a very hot market. And so we ended up closing a real seed round with the question on hand about whether I should pursue this full-time because the capital that I raised necessitated building a real team. Or should I just take a smaller amount of money and go back to school? And it's unsurprisingly, every different person in my life had some opinion about this, from my wife to my investors, to my parents, to my friends. What I wanted was somewhere nestled in between all of those things. And when I caught my dad up on the phone a couple of weeks after spring break and told him of all the crazy stuff that had been happening...and it was just happening and unfolding so quickly. I was like, "Okay, dad. I'm laying out all my cards here. You have full liberty to be mad at me for wanting to drop out of Harvard." And his first reaction was, "Well, you know, I don't really see the downside. Like, you could either start a company that you're really passionate about and it could go well, or you could be the worst entrepreneur of all time and then just come back to school during this leave of absence," or deferral thing that I'm on right now. And that was the first time where I was like, "Oh, you know what? I think you're right." And the truth was I decided to just continue to let the summer go by to think about the decision a little bit more before I formally submitted my deferral to HBS. As the markets turned, we realized that we needed to hire internally to save on cash burn a little bit. And so once I had built this really awesome team that I'm so lucky to be surrounded by, that's when I was, you know, without a doubt in my mind, I was like, I got to keep pushing for this because now we have this awesome team that just wants to keep driving this mission forward. And we were getting traction. We were talking to hundreds of doctors over the summer. We were talking to health brands. And it really felt like we were onto something. MID-ROLL AD: thoughtbot is thrilled to announce our own incubator launching this year. If you are a non-technical founding team with a business idea that involves a web or mobile app, we encourage you to apply for our eight-week program. We'll help you move forward with confidence in your team, your product vision, and a roadmap for getting you there. Learn more and apply at tbot.io/incubator. That's T-B-O-T.I-OVICTORIA: I-N-C-U-B-A-T-O-R. WILL: I hear you have an amazing product team. How did you go about searching and building the right team? IRFAN: We got lucky in a second way because of timing, where the first time was I raised the capital when the market was really hot in April. And then, I started hiring when the market crashed. And, unfortunately, as you all know, lots of people have been getting laid off since the summer, particularly in the tech world: designers, engineers, marketers, et cetera. Now, all of a sudden, there was a flood of really great talent on the market. And that was also what spurred me to start thinking about hiring sooner than I was originally planning to. My forecast was to hire people end of this year, maybe in a month or so from now, to start that process. Versus, we ended up making our first full-time hire, I guess in July, maybe. And it was...the best way I can describe it is like dominoes falling where once you get the first one in, then it builds trust and credibility, and then the next one comes, and the next one. And so the first couple of folks were these two brilliant engineers who were close friends of my interim CTO and classmate, Amit, who was helping us build the foundation of the product this past summer. He did an amazing job of basically recruiting one engineer, Anand, our first engineer who started his career as a PM at Microsoft and then turned into a software engineer at a number of different startups and studied comp sci and electrical engineering at Berkeley with Amit, where they first met. And then the second engineer was Nupur, who was a colleague of Amit, a machine learning engineer at Google Brain and the moonshot X team at Alphabet. And they were both, I think, just kind of tired of big tech and were ready to bet on the upside and their career. And the timing was right based on where the market conditions were. And so they decided to take the leap of faith with me. And then after that, or around that time, kind of in the middle, we were able to bring on our head of design, Jakub, who is like a unicorn human with so much rich experience in the product world. So he was a computer animator and then studied visual arts, but then started his career very early in the coupon website space as a product designer actually. And then led product design as a founding designer at a number of different startups. And then, most recently, was a senior product designer at Roman, which is a really large digital health company similar to Everlywell. And Ro, Everlywell, Truepill, all these companies had mass layoffs in the middle of the summer. And so when Jakub took my call...He talks about a really funny story where he wasn't taking me seriously at all. Convincing these excellent, talented people to come join my dinky startup at the time was not easy. WILL: [laughs] IRFAN: And so he just kind of took it because there was a mutual connection. Or he just said, okay, I'll explore what's going on given how crazy the market is. But once he heard what we were building, he was immediately on board, actually, because Roman has also struggled with the same customer acquisition problems. And it's a huge reason why a lot of these digital health companies continue to remain unprofitable. And so he understood the problem deeper than I think anyone because of the experience he had in the same space that we were in. And he realized that there was an opportunity to build a solution to solve these problems. So that was the first core team. And then from there, it kind of just snowballed, you know, there was more and more interest from other folks to join. And we brought in a great junior product designer. We just hired our platform engineer. But that was the original core team from the summer who took the big leap of faith and joined because of the market conditions, the belief in the space. And we actually just met up in San Diego for the first time for a company retreat in person. And it was just fun meeting everyone in person for the first time because now I get to know them as real people and see all their personalities. And we're really psyched about coming to product launch pretty soon here. VICTORIA: That's wonderful and, you know, that compelling vision and having those first initial people join and brought in everyone else. You know, I think part of the reason people are hesitant to join startups is because there is that reputation for kind of unhealthy work-life balance. So you're a healthcare startup. So how do you start the culture of your company on a level where there is that balance and people want to join because it has a good culture? IRFAN: It's a super interesting question that we spent a lot of time actually talking about in San Diego as a team. And it was brought up because I have a somewhat unhealthy relationship with work. And I am constantly working. And this is the most important thing right now in our life. And so Nupur, one of our engineers, had a phenomenal analogy that I think is the right framework to think about this from a company culture perspective. Because I've always tried to share with a team, like, I don't expect them to work nearly as much as I do, and I don't want them to either. I think the analogy was such a fun, helpful way to think about why that was the case. And so she kind of said, "I'm like the aunt, and you're like the single father. And the aunt doesn't have to take care of the baby at nighttime and on the weekends, but the single father does. And it's not that the aunt doesn't care about the company, but there's some space and boundary in that relationship." And so that's actually our motto right now is like, yeah, we all care about this product and this company, quote, unquote, "baby," but there's always biologically intrinsically going to be a deeper relationship between me and this company, for good reason. And so that is going to require me to work harder and longer than anyone else, probably for a long, long time. And I had to be ready for that. My wife and I had to be ready for that. And so far, honestly, I've never been busier. But I've also never been...or, like, I've never had this ratio between busyness and stress where I'm really busy but not that stressed. And I think it's just because I love what I'm doing every day. I haven't ever found this happy balance where I actually just enjoy what I do. And I'm constantly excited about continuing to build the right product to help people. WILL: Wow. VICTORIA: I'm actually babysitting my niece and nephew this weekend. [laughter] My brother would say, "You need to be here on the weekends with them." IRFAN: Maybe not the perfect analogy. But-- VICTORIA: I like it, though. It makes sense. [laughs] WILL: There's a difference. [laughter] VICTORIA: Oh yeah. Will knows; he's a dad. WILL: Yeah. I know company values can be so...we have them. Do we follow them? Or sometimes they get put on the shelf. I was reading your company values, "People first, bias for curiosity, and dream big." For Frontrow Health, how does that play a role in the day-to-day? IRFAN: When Jakub, Nupur, and Anand had all joined like that first core team, we actually spent time writing all this out and creating a document that discussed what the company culture and values were. And we looked at different examples of other companies. Amazon famously has, I don't know, these 16 principles. And we kind of said, okay, we want to pick just a couple because you can't always focus on everything at the same time. And we need some sort of guiding North Star if you will. And so these were the three that we came up with, the ones that you mentioned. So we are people first; we have a bias for curiosity, and we want to dream big. So people first to us means that our mission like we talked about, we want to increase access to healthcare at home for the average American. And so every decision that we make at the company has to pass that litmus test first. Whatever feature we're building, whatever business model approach we're taking, whatever go–to–market approach that we're taking, is what we're doing going to increase access to healthcare at home for the average American? Yes? Then we continue onwards, and then we continue deliberating and deciding; if not, we pass. And so that is how we determine whether we can continue to be people first because that is our mission. And as we're going down that thread, we want to push ourselves to constantly be bettering and asking questions about how we can be better. That is the bias for curiosity. That was one of Everlywell's company values and was the one that I resonated with the most. I find tremendous value in asking questions. Nupur on our team, one of our engineers, is a great example of bias for curiosity. She's constantly challenging and asking the right questions. And that helps us be better at being people first and increasing access even more than we can because we're never settled with what exists today. And then dreaming big is about finding answers to those questions and not settling for the tried and true paths. Some of the greatest companies that have ever been created are the ones that invent new behaviors that have never existed before. So Airbnb, now all of a sudden, people are comfortable with strangers living in their homes. Uber, now all of a sudden, people are comfortable driving in a stranger's car. At Frontrow Health, we're dreaming big in a world where doctors are not currently engaging with their patients related to their home health and wellness journeys when they leave the four walls of their clinic. How can we change the behavior where doctors are more involved in that relationship in a way that doesn't exist today? And so that's a part of what we're trying to do, and dreaming big to go and increase access, like I said, is our ultimate North Star. WILL: Wow. You said something I think that was...it seemed very small, but I think it said a lot about you and your company. You said that you encourage your engineer to ask the hard questions. I think so many times, people hate the hard questions. They are fearful of that. But I think in your field, you have to be able to ask the hard questions. So that's amazing that you brought that up, and you're talking about that. IRFAN: Yeah. And it doesn't...it's not just me, for sure. I think my team is...and it's kind of you to point that out. But yeah, my team does such a great job of holding true to these values on their own and pushing me to remind myself of these values. Nupur actually is Slacking me right now about some thought that she had coming out of a meeting. WILL: [laughs] IRFAN: And two points about different alternative ways to think about things. And yeah, I want to keep encouraging them and our future employees to do that. Because you look at the worst examples in healthcare, in particular, tech as well, the worst examples of companies are the ones where the employees were not able to or encouraged to ask questions; that's when things go south. So Theranos is the simplest example of this where they were hiding everything from their employees, and people had questions constantly but never asked them. And that's when more and more bad decisions were made. So I don't want that to be the case for Frontrow. And so it has to start with, yeah, this bias for curiosity. VICTORIA: That makes sense. And I wonder if that's part of your success, being someone who doesn't have a background in engineering or programming specifically and enabling your technical team to build what they need to get done. IRFAN: Yeah. I can't honestly explain to you guys how much I've learned over the past six months from my product and dev team. And you're right that I think one could see my lack of programming as a weakness which, in a lot of ways, it is. But what has also manifested as a result of that is I have naturally had to lean more heavily on my dev team to be owners of decisions that affect our business and to challenge them to think about are we being people first if we build and design solutions in the way that you're describing? I don't know the right approach about how to build this, or on what tech stack, or in what capacity we have the ability to. You guys have to take ownership of thinking through those, solving those problems, and coming up with the right decision. And as a founder, that's scary to do. You're giving up control of the decisions to others. But at the same time, by giving them that autonomy and encouraging them to take ownership of it, they feel I think more and more invested in what we're building. And that hopefully builds the habit of what you guys were talking about around wanting to constantly seek better solutions, challenge because they know that they have a voice in how things turn out. VICTORIA: Right. Maybe you've discovered this naturally or through your education and background. But studies that are done around high-performing technology organizations find that no matter what processes or tools you have if you have that high-trust environment, you'll have better security, more software development throughput, all of those things. So I think you're doing it right by setting your values and creating that kind of high-trust environment. IRFAN: Super interesting. I didn't know that, actually, but it makes sense. [laughs] We've been seeing it. I actually want to give some credit to thoughtbot because thoughtbot helped us set a lot of this important engineering culture at the very beginning, where I had to rely on my thoughtbot engineers, folks like Jesse, Dave, and others, to help me make the best decision for my company. They taught me a lot of these things at the earliest stage back in May around, okay, like, you guys are a consulting firm at the end of the day, technically speaking. But they pushed me to think of it more as how do we co-make these decisions? Like, how do we leverage each other's strengths to make the right decisions? The thoughtbot design team and engineering team...one of our designers through thoughtbot, Steven, is so funny because...and I gave him this feedback, which is great feedback, which is like, he constantly asked questions. And if he hears this, he'll laugh because he's constantly pushing, like, "Why are we designing it this way? Why do you think it should be this way? Where is the evidence that the user wants it to be this way?" And it was a great setup for when our internal team came on because I just kept up that momentum. And then they just kind of took with it and ran. VICTORIA: How did you find us, or how did you find the right technical partners in the very beginning to help you build your vision? IRFAN: It was not an immediately simple process. But when I found thoughtbot, it kind of unraveled quite quickly in a good way. So I was working with Amit like I mentioned, who'll become our interim CTO, one of my classmates at HBS. And he helped me put together an RFP where we outlined all the different feature requirements, all the different intentions for our solution or timeline, our costs, et cetera. And I just did a lot of Google research about different dev shops, and I started talking to dev shops in lots of different locations, U.S.-based, European-based, Asian-based, Latin America-based, started comparing prices. We had questions where we wanted to see their creativity in developing solutions. We started accepting proposals, reviewing those proposals. I somehow stumbled upon thoughtbot's website during this process. And I noticed that Everlywell was one of thoughtbot's clients, Everlywell, the home lab testing company that I used to work at before business school. I was like, oh wow. I knew that our engineering team and our engineering leadership had a really high bar for when we worked with outsourced talent. And so I thought that that spoke volumes about choosing thoughtbot. And so then we actually ended up asking Everlywell CTO an unprompted question of like, "If you had to pick any dev house that you've known or have worked with, et cetera, that was supposed to build you custom software from scratch, who would you pick?" And he said, "thoughtbot." It wasn't even like a question of, what do you think of thoughtbot? Or, what was your experience? It was just like, imagine you had to pick, and, unprompted, he said thoughtbot. So that was actually what did it for me. And I kind of threw aside all the other logistical hoopla that we were going through and said, you know, I got to trust the people who I know and trust, and having verbal confirmation of that was huge. And then, of course, I enjoyed speaking with Dawn at thoughtbot, who was helping broker the whole discussion, and it felt easy. And their proposal was also quite strong. And then, as I dug deeper into thoughtbot, it became clear that no pun intended, you guys are kind of the thought leaders in a lot of ways. WILL: [laughs] IRFAN: It's funny, our head of design, Jakub, when I mentioned that he's a unicorn, it's because he also taught himself coding and programming. WILL: Wow. IRFAN: So he's like a pseudo designer and programmer. He can do a little bit of everything. And he actually...when I told him that we were working with thoughtbot, he was like, "Oh, I learned Ruby on Rails back in the day from thoughtbot with whatever content they had published back in time." And then, as I spoke to other dev shops about going with thoughtbot, they started saying things like, "Oh, thoughtbot, yeah, they're kind of the OGs of Rails and a lot of the core tech stack that's been around for a while." And so it was just continued validation of the right approach. And then, we started working with the team in May, right after my second semester of business school ended. And it's been an incredible process. We have never missed any deadlines, and we're actually two months ahead of schedule. And it's not just because they're good at what they do, but it's also because of the culture and the teaching me about the best way to run retros, and sprint planning, and things to think about in terms of trust in your engineer and building that trust, and all the soft, intangible things. It wasn't just like thoughtbot came in and built code. It was thoughtbot came in and helped establish the company in a lot of ways. VICTORIA: That's great to hear. Thank you for saying all those wonderful things. I'm sure me and Will agree 100%. [laughter] IRFAN: Yeah, it's been an awesome process. And yeah, we've even ended up basically bringing on as a full-time independent contractor someone who worked through thoughtbot because we love them so much. And they were just so excellent at what they did. And just, yeah, I think that probably speaks the most volumes about the kind of organization that you guys are running. WILL: I appreciate you saying that. That means a lot. It really does. I want to take a second to kind of circle back and kind of talk about how you find the providers because I think, for me, one of the most influential classes I had in college was my professor said, "Hey, meet me at the pharmacy." So we went to the pharmacy, and he started asking us questions. And he was like, "What medicine do you think would be the most impactful?" And we would try to pull it out. He taught us how to compare the active ingredients. IRFAN: Wow. WILL: Like how some stuff is just marketing, and it's not really helpful and things like that. But I also saw the side, you know, the amazing providers like your parents. You talking about your parents just reminded me of my parents and how supportive they are. So it's just amazing. You had your parents as providers. How did you find providers beyond that that you have to extend that trust to them? IRFAN: I guess two reactions. The first is how do we talk to doctors to get feedback on our solution as we're building it? And then how do we get doctors to sign up and use our solution with their patients? Those are the two chronological steps. So for the first one, we very liberally use a platform called usertesting.com, which we used at Everlywell, where I first got introduced to it. And it's amazing. We have the unlimited package, and we run tons of user tests a day. So, over the summer, we were literally having unmoderated tests from medical professionals, about ten healthcare professionals a day who were coming to our website, coming to our product, giving their feedback through these unmoderated tests. We were quantitatively assessing qualitatively assessing their responses to specific questions that we were asking them. Like, was it easy enough to write a review? What were you expecting to see? How did that compare to what you did see? Like, all the traditional kind of user research. They really helped us build the product, and then we were able to follow up with them, get on the phone with them, ask them more questions about their experience, about their current experience in their clinic, whether patients are asking them about these things, about their interest in certain supplements, et cetera. And then we actually had one medical provider, a family practice nurse practitioner from Vermont, who was so excited about what we were building. She was sending me all this other information and content about how to reach out to other doctors and stuff. And then, at the end of the summer, when we were just about ready to start getting our beta off the ground, we were going to choose one provider to work with who was going to recommend it to their patients, and they were going to slowly kind of monitor the experience. This nurse practitioner actually just happened to reach back out, and we happened to connect again. And she's like, "Okay, what are you guys up to? Are you guys done with your product? I really want to use it." And I was like, "Oh, wow. Well, it's great timing because we're looking for our first medical provider." WILL: [laughs] IRFAN: And so that's where we ended up launching beta with, which was awesome. And since then, I've been spending a lot of time thinking about the go-to-market approach beyond just one medical provider. How do we scale to thousands of medical providers? And luckily, selling to doctors is a solved problem, like; the biopharma and medical device industry has been doing this for decades. And so it was really just a part of me brushing up on a lot of the work that I was doing in life science consulting about helping Big Pharma and whatnot go to market and just stealing a lot of notes out of their playbook. So, for example, there are companies that allow you to run ads online that just target physicians. So instead of my dad seeing a Lululemon ad while he's reading The Wall Street Journal, he'll see an ad for Frontrow Health. And so we actually run marketing tests over the summer, towards the end of the summer, with a newer provider landing page that we had built to see what percent were going to click on the ads, what percent were going to come to the website and sign up, and then how much cost would that be per acquisition of a provider. And the results were actually much better than we thought. It was half as expensive as what we originally predicted, which is awesome. WILL: Wow. IRFAN: And that was before Jakub, our new head of design, had even touched the website. We're actually just revamping it right now because he's been going through and revamping other aspects of our product and marketing experience. And now we're at the provider part. So we're actually going to be just about a week or so away from launching the marketing tests and actually getting every day more providers on the platform. The product is now done, so they can start getting their patients on the platform. We just signed our first health brand. So now people are getting real product recommendations and getting ability to earn cashback. And we can be revenue generating, which is also super exciting that we're, like I said, a couple of months ahead of schedule, actually. VICTORIA: That's really exciting, and that certainly sounds like enough on your plate. But is there anything else on the horizon for Frontrow Health that you're excited about? IRFAN: Yes. We are super excited that we're just coming out of stealth mode and launching our full product experience for consumers, medical providers, and DTC health brands. Going forward into 2023, we're really looking to try to find this quote, unquote, "product market fit." Are doctors excited about signing up and getting their patients on the platform? Are those patients excited about the products that we're selling on our marketplace? And are we delivering new lifetime customers for these health brands at a more cost-effective rate than they've ever seen before? And solving that original problem that came to me while I was at Everlywell. And by doing all three of those things, hopefully, we'll begin to increase access to healthcare at home where people who are not suburban high-income folks who can afford to pay out of pocket for preventative healthcare; we can now make that more equitable by bringing down the cost through the cashback, by introducing the element of trust, by engaging with a medical provider, and by opening up people's eyes to thousands of different consumer health and wellness companies that now exist in the world that we want to be able to connect the right products to the right people with. VICTORIA: That's so exciting. I'm really glad we got a chance to talk to you today and hear more about your story. Is there anything else that you want to add before we wrap up? IRFAN: This has been super fun being able to even just reflect and think about our whole story. For anyone else listening who's interested or excited about entrepreneurship, there's a really good book that I read last summer as I started thinking about entrepreneurship for the first time called "The Hard Thing About Hard Things" written by Ben Horowitz, who co-founded the VC fund, Andreessen Horowitz. He was an entrepreneur himself. And it's one of my favorite books because, as the title [laughs] explains, it just talks about the difficulty of the experience and the journey that's still ahead of me. But I think the overall takeaway of the book and my experience over the past year is that it's just the single greatest learning experience of my life. And that's actually really all I'm trying to optimize for personally is I want to keep growing and learning, and learning about the space, learning about myself, learning about how to work on a team, how to lead a team, how to grow a team. And if you're at all interested in any of those things, keep trying to think about all the right problems that are being experienced in the world. And we still live in a world wrought with problems and don't have nearly enough founders trying to go and solve all of them. VICTORIA: That's a really great perspective, I think, to bring to it about your own personal growth. And that's what it's really all about. [laughs] And hopefully, we're able to solve some big challenging problems along the way. IRFAN: Hope so. WILL: You can subscribe to this show and find notes along with a complete transcript for this episode at giantrobots.fm. VICTORIA: If you have questions or comments, email us at hosts@giantrobots.fm. WILL: You can find me on Twitter @will23larry. VICTORIA: And you can find me on Twitter @victori_ousg. This podcast is brought to you by thoughtbot and produced and edited by Mandy Moore. WILL: Thanks for listening. See you next time. ANNOUNCER: This podcast is brought to you by thoughtbot, your expert strategy, design, development, and product management partner. We bring digital products from idea to success and teach you how because we care. Learn more at thoughtbot.com. Special Guest: Irfan Alam.

301. Being a Pharmacist in Healthcare Technology feat. Dr. Dennison Lim Intended Audience: Everyone Pharmacists that transition to health tech companies need to consider what they are looking for in the health tech field. On today's episode, Dr. Dennison Lim, a former informatics pharmacist that has moved into the health tech space, shares his journey as a pharmacy resident to informatics pharmacist and subsequently to health tech. At the time of recording, Dr. Lim was at Truepill but has since moved on to another health tech company. Despite that, he's given permission for this episode to be shared to give insight into his journey from pharmacy informatics to health tech. To reach Dr. LIm, you can visit his LinkedIn page: https://www.linkedin.com/in/dennisonlim/ Disclaimer: Views expressed are those of the individuals and do not reflect thoughts and opinions of any entity with which speakers have been, is now, or will be affiliated. New to LinkedIn and not sure where to start? Download my free ebook, "Professional Networking Unlocked", at https://www.tonydaopharmd.com/ebook Follow us on social media! Twitter: @pharmacyitme Instagram: @pharmacyinformatics LinkedIn: https://www.linkedin.com/company/pharmacyitme/ Website: Pharmacy IT & Me Email: tony@pharmacyitme.com Follow Tony's personal Twitter account at @tonydaopharmd Network with other pharmacists at Pharmacists Connect!http://pharmacistsconnect.com For more information on pharmacy informatics, check out some of the following useful links: ASHP's Section of Pharmacy Informatics and Technology: https://www.ashp.org/Pharmacy-Informaticist/Section-of-Pharmacy-Informatics-and-Technology/ HIMSS: https://www.himss.org/resources/pharmacy-informatics-and-its-cross-functional-role-healthcare Disclaimer: Views expressed are my own and do not reflect thoughts and opinions of any entity with which I have been, am now, or will be affiliated.

Congress reportedly has reached a deal that would ease cuts to Medicare physician payments in 2023. Payers will need to provide an online-based price comparison tool as part of a the latest CMS requirements going into effect on January 1st. And, online pharmacy Truepill could be in trouble with the DEA over allegations that it unlawfully dispensed stimulants for ADHD. Hosted on Acast. See acast.com/privacy for more information.

Truepill, a platform that helps other companies offer diagnostics, telehealth services and prescriptions, has conducted its fourth layoff of the year.

Truepill, a platform that helps other companies offer diagnostics, telehealth services and prescriptions, has conducted its fourth layoff of the year.

In this episode of the HR Leaders podcast, I'm joined by John Foster, Chief People Officer at Truepill to discuss The 5 essential ingredients for a human-centered organization.

In Episode 143, host Bidemi Ologunde talked about the increasing demand for online health services and stimulants, which started trending upwards sometime in 2019, and how some startup companies have been spending millions of dollars on social media to advertise and make it easier to obtain prescription drugs that treat mental health issues such as depression, anxiety, insomnia, and ADHD. Not surprisingly, many patients used those online services to get prescription drugs after claiming that TikTok ads convinced them they had ADHD.In this episode, host Bidemi Ologunde discussed some recent developments regarding these startups, why they are now halting the prescription of controlled medications, and why major pharmacies are no longer filling the prescriptions that are ordered by the physicians and psychiatrists who work for these mental health startups, as well as news about ongoing investigations by the United States Federal Trade Commission into these startups' business practices.Check out host Bidemi Ologunde's other creative outlets on LinkTree.Buzzsprout - Let's get your podcast launched! Start for FREEDisclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the show

¡Emprendeduros! En el episodio de hoy Rodrigo y Alejandro hablan de cómo las empresas privadas están trabajando para un mejor futuro con la captura de bióxido de carbono. Después hablan de cómo un error por un traer de Citibank en Londres causo una perdida de $300 mil millones de USD. Finalmente hablan de las malas practicas de la empresa de salud mental Cerebral y su proveedor Truepill.

  The Friday Five for May 6, 2022: Long Covid Still a Bit of a Mystery Frequency Therapeutics Potential Hearing Restoration Cerebral and ADHD Prescription Changes Fed Announces Interest Rate Increase Afer May Meeting New Study on Sleep for Ages 38-73 Register for your FREE RitterIM.com account   Mentioned in this episode:   A clash over online Adderall prescriptions is raising new questions about telehealth Agent Apps | Tips for Getting a Good Night's Sleep While Traveling - White Noise Apps Cerebral Announces Program Changes and Process Improvements to Preserve the Highest Level of Clinical Quality and Patient Safety Fed issues biggest rate hike in 22 years Fed raises interest rates by 0.50%, largest move since 2000 Plans for Reducing the Size of the Federal Reserve's Balance Sheet MIT scientists found a way to reverse hearing loss that may be as easy as Lasik New Study Reveals Exactly How Much Sleep Those Middle Aged and Up Should Be Getting Telehealth startup to stop prescribing Adderall for new ADHD patients Their virus symptoms were minor. Then they had long Covid. Truepill halts Adderall prescriptions, heart algorithm taps Apple Watch data, and home health sees a goldrush   More episodes you'll like:   April 29, 2022 | The Friday Five Medicare Not Charging 2022 Late Enrollment Penalties Due to SSA Delays The Benefits of Joining a Top Insurance FMO   Articles to Share with Your Clients:   The Causes and Treatments of Nasal Congestion What is a 5-Star Medicare Plan? What You Should Know When Buying Cast Iron Cookware   Ritter Insurance Marketing eBooks & Guides:   A Quick Guide to Cross-Selling Ancillary Insurance with Medicare Products Developing an Agency – Your Guide to Getting Started Modern Medicare Marketing for Today's Agents   The latest from Ritter's Blog:   Medicareful 2021 Year-in-Review: The Records We Set Together Ritter & ReminderMedia Partnership Offers Agents New Marketing Solutions The Agent Health and Life Insurance Carrier News Hub   Connect on social:   Facebook LinkedIn Twitter YouTube Instagram TikTok Sarah's LinkedIn Sarah's Instagram   Subscribe & Follow:   Apple Podcasts Google Podcasts Overcast Podbean Spotify Stitcher  

During the pandemic, the U.S. government relaxed rules that prevented doctors from prescribing controlled substances — like Adderall — over the internet. That’s created a bonanza for venture-backed companies like Cerebral and Done. Wall Street Journal reporter Rolfe Winkler has been chronicling these telemedicine companies’ prescription practices. Winkler — a friend and former bridge partner of mine — came on Dead Cat to talk to Tom Dotan, Katie Benner, and me about his stories.In March, with a colleague, Winkler documented how patients were getting Adderall prescriptions after 30-minute appointments. “All day every day, people were demanding Adderall,” a nurse practitioner for online mental-health company Cerebral Inc. told the Journal. “You can’t diagnose people in a half hour.”The Wall Street Journal reported:“Digital health startups that provide diagnoses and medications online for ADHD are following a familiar Silicon Valley playbook: They’re using software and the internet to remove the friction surrounding a service that is in high demand. Instead of a ride or groceries, this time it’s prescription drugs. Two of the most prominent new providers of these services for ADHD patients are Cerebral and Done Health, which now treat tens of thousands of patients online and have well-known supporters from the worlds of venture capital and sports.”Then in April, Winkler and another colleague reported that CVS and Walmart were blocking and delaying prescriptions for telemedicine startups. That same month, Cerebral’s former vice president in charge of product and engineering sued Cerebral over the company’s alleged focus on driving prescriptions.“When Cerebral determined that patients who were prescribed stimulants were more likely to remain Cerebral customers, the CEO directed Cerebral employees find ways to prescribe stimulants to more ADHD patients to increase retention,” the lawsuit said.This week, Winkler reported that startup Truepill, a pharmacy that until recently mailed some of Cerebral’s customers their Adderall medication, has decided to stop fulfilling schedule II drugs. In December, SoftBank’s Vision Fund led a $300 million investment in Cerebral that valued it at $4.8 billion.On Dead Cat, we talked about the tough questions these telehealth businesses have raised by applying the venture capital industry’s preferred independent contractor model to healthcare. At the 48-minute mark, we talk about Elon Musk’s effort to buy Twitter. Winkler, who has written about Musk’s Neuralink, offered a pretty rosy view (for a journalist) of the world’s richest man.Give it a listen. Get full access to Newcomer at www.newcomer.co/subscribe

During the pandemic, the U.S. government relaxed rules that prevented doctors from prescribing controlled substances — like Adderall — over the internet. That's created a bonanza for venture-backed companies like Cerebral and Done. Wall Street Journal reporter Rolfe Winkler has been chronicling these telemedicine companies' prescription practices. Winkler — a friend and former bridge partner of mine — came on Dead Cat to talk to Tom Dotan, Katie Benner, and me about his stories.In March, with a colleague, Winkler documented how patients were getting Adderall prescriptions after 30-minute appointments. “All day every day, people were demanding Adderall,” a nurse practitioner for online mental-health company Cerebral Inc. told the Journal. “You can't diagnose people in a half hour.”The Wall Street Journal reported:“Digital health startups that provide diagnoses and medications online for ADHD are following a familiar Silicon Valley playbook: They're using software and the internet to remove the friction surrounding a service that is in high demand. Instead of a ride or groceries, this time it's prescription drugs. Two of the most prominent new providers of these services for ADHD patients are Cerebral and Done Health, which now treat tens of thousands of patients online and have well-known supporters from the worlds of venture capital and sports.”Then in April, Winkler and another colleague reported that CVS and Walmart were blocking and delaying prescriptions for telemedicine startups. That same month, Cerebral's former vice president in charge of product and engineering sued Cerebral over the company's alleged focus on driving prescriptions.“When Cerebral determined that patients who were prescribed stimulants were more likely to remain Cerebral customers, the CEO directed Cerebral employees find ways to prescribe stimulants to more ADHD patients to increase retention,” the lawsuit said.This week, Winkler reported that startup Truepill, a pharmacy that until recently mailed some of Cerebral's customers their Adderall medication, has decided to stop fulfilling schedule II drugs. In December, SoftBank's Vision Fund led a $300 million investment in Cerebral that valued it at $4.8 billion.On Dead Cat, we talked about the tough questions these telehealth businesses have raised by applying the venture capital industry's preferred independent contractor model to healthcare. At the 48-minute mark, we talk about Elon Musk's effort to buy Twitter. Winkler, who has written about Musk's Neuralink, offered a pretty rosy view (for a journalist) of the world's richest man.Give it a listen. Get full access to Newcomer at www.newcomer.co/subscribe

In this episode, we meet Sid Viswanathan, the Co-Founder and President of Truepill, and a Class of 2006 Mechanical Engineering graduate! We talk about finding what satisfies you within and beyond the requirements of your degree, discovering entrepreneurship, and how the strength of the Carnegie Mellon network can help you succeed. Sid offers a relatable voice to all STEM students at CMU (it turns out Thermodynamics classes have been and will be antagonizing young engineers forever). At the same time, Sid provides inspiration and insight to anyone who aspires to a role within the Bay Area startup ecosystem. You don't want to miss this one!

Levels Head of Member Experience, Chris Jones, sat down with SVP and GM of Diagnostics at Truepill, an online B2B pharmacy delivery service. They chatted about supply chain infrastructure for prescriptions as well as how it relates to our Levels ecosystem and the future of the healthcare and prescription process. Become a Levels Member – levelshealth.com Learn about Metabolic Health – levelshealth.com/blog Follow Levels on Social – @Levels on Instagram and Twitter

Sid Viswanathan doesn't believe that a pre-existing passion is essential to entrepreneurial success, instead he recommends choosing an area with plenty to learn. “Find something you can spend a lot of time obsessing over,” he told the Breaking Health podcast. When he co-founded Truepill, Viswanathan didn't know much about healthcare, but now it is a passion. “It's such a meaty industry; there's so much stuff to do,” he said. Truepill launched as a virtual pharmacy in 2016, offering everything from the digital consumer-facing front end to pill packing and shipping on the back end. But the vision, Viswanathan said, is virtual healthcare, which now includes telemedicine and diagnostics as well. Truepill serves as a collaborative partner, he said, for payers, life sciences, healthcare, and providers.  Breaking Health boiler: Conversations between VCs and entrepreneurs typically occur in boardrooms or coffee shops. In the Breaking Health Podcast, you get a seat at the table. Healthcare Chief Executive Officer Stephen Krupa, HealthEdge Software, Inc., brings his more than 20 years' investor experience insight to revealing conversations with the most disruptive CEOs in healthcare. Listen to understand how these leaders are building the companies—and fostering the cultures—that will change everything.  Breaking Health Links:  Cambridge Healthtech Institute Breaking Health HealthEdge  Truepill  

Sid Viswanathan is the Co-Founder and President of the digital health platform, Truepill.This was such a rich conversation! We talked about how he was reverse-pitched on his first startup, founder market fit, how company culture evolves as your business grows, and how when he solves a problem, it's a failure.To stay up to date on future episodes and learn more from Alisa, sign up for her newsletter!

Sid Viswanathan Co-Founder & President at Truepill talks about raising a Series D and how it is different from earlier rounds. We've also touched onto the story of how prior to Truepill, Sid founded CardMunch, a business-card scanning app that was acquired by LinkedIn soon after its founding. Sid's LinkedIn: https://www.linkedin.com/in/sidviswanathan Truepill's site: www.truepill.com And of course, link to our course on fundraising at 70% discount (only until the 15th of January): https://bit.ly/StartupFundingCourse Questions covered in this episode: - you've spent 4 years at linkedin, when was the moment when did you decide to start the second company and how did you bump into the idea? - how did you meet your co-founder? - you recently raised a round D of 142 million dollars, how did you get there? - at round D, what's the major problem for a company? - looking back at your post-YC seed round, what do you think was your major mistake while raising it? - how much of Truepill's success is due to the fact that it got into YC a year after it was started? - you've recently expanded into diagnostics, did you raise any money to fund the expansion specifically?

Sid Viswanathan is the cofounder and President of Truepill which provides an API-connected healthcare infrastructure designed to revolutionize the patient experience. The company has raised over $255 million from top tier investors such as Index Ventures, Foundation Capital, Social Capital, and Sound Ventures to name a few. 

Sid Viswanathan is the cofounder and President of Truepill which provides an API-connected healthcare infrastructure designed to revolutionize the patient experience. The company has raised over $255 million from top tier investors such as Index Ventures, Foundation Capital, Social Capital, and Sound Ventures to name a few. 

In this podcast today, I will discuss the company Truepill! Listen to the podcast for details! --- Support this podcast: https://anchor.fm/thressa-sweat/support

Today on Health in 2 Point 00, Jess and Mathhew talk about the importance of a good company name. Some deals today: Truepill gets 142 million in a Series C bringing their valuation to 1.6 billion with 300 million ARR; Stride Health gets 47 million gets, bringing up their total to 86 million; Bardavon Health Innovations gets 90 million, bringing their total up to 109 million; Wider Circle gets 38 million, invested in by AmeriHealth Caritas.

The last decade has brought a wave of direct-to-consumer healthcare companies. Instead of building another, Sid Viswanathan and his co-founder Umar Afridi set out to create technology that could fuel the consumerization of healthcare. In 2016, they started Truepill with a focus on the pharmacy industry. Now, they power an end-to-end healthcare experience, have filled over 7 million prescriptions, and facilitate over 50,000 telehealth visits per week. Just three years after launch, Forbes named them to their Next Billion-Dollar Startup list. Sid shares the LinkedIn outreach strategy that led him to Umar, how bootstrapping Truepill in year one impacted their strategy, and why he believes founding teams should be able to launch with only internal resources.

Sid Viswanathan is the Co-Founder and President of Truepill. Alongside Co-Founder Umar Afridi, Sid founded Truepill in 2016 to revolutionize the pharmacy and healthcare industry. The company shipped its first prescription less than five years ago and has since expanded its services to deliver an end-to-end, direct-to-patient experience unlike anything else in the healthcare industry. In 2010, Sid founded his first company, CardMunch, a business-card scanning app which was acquired by LinkedIn soon after its founding. After its acquisition, Sid joined LinkedIn as Product Manager and saw CardMunch named one of Time Magazine’s Best Apps of 2012. Sid started his career in Johnson & Johnson’s Global Operations Leadership Development program, working in the medical device and pharmaceutical sectors. He graduated from Carnegie Mellon University with a Bachelor’s Degree in Mechanical and Biomedical Engineering. Some of the Topics Covered by Sid Viswanathan in this Episode What Truepill is doing today and how Sid and his co-founder Umar Afridi started it in 2015 How Truepill differentiated themselves in the pharmaceutical industry The role serendipity has played in Sid's career Sid's experience as a first-time founder with CardMunch, how that led to 4 years at LinkedIn and what he learned there The journey of being a multiple-time founder and finding founder-market fit The process of researching and founding in an industry he previously had no experience in How Sid went about understanding the healthcare industry The early days of Truepill and navigating how to scale the operating model Their experience going through Y Combinator and the value of their low friction application process The different challenges Truepill has faced over the years--from scaling to product development in a regulated industry Sid's learnings in the hiring process for Truepill Their "friendly test" that they use to evaluate potential new hires Leveraging Truepill's story to bring on great talent Truepill's vision Balancing building a business and growing a family Learning how to prioritize as a founder and be present as a parent How Sid approaches structuring his time and finding work-life balance What has fueled Truepill's growth How Sid views "founding moments" and expanding Truepill's vision How Sid's relationship with his co-founder developed and enhanced his professional growth Sign up for The Grind, for actionable insights and stories from successful entrepreneurs delivered to your inbox once per week: https://www.justgogrind.com/newsletter/ Listen to all episodes of the Just Go Grind Podcast: https://www.justgogrind.com/podcast/ Follow Justin Gordon on Twitter: https://twitter.com/justingordon212 Follow Justin Gordon on Instagram: https://www.instagram.com/justingordon8/

In the fall of 2019, the Levels team continued building the infrastructure needed to move the company into Beta. One of the requirements of being able to distribute CGMs to people was having a network of physicians and a distribution network of cloud-based pharmacies. With enough grit, the team was finally able to get a meeting with Truepill, and this ended up being a catalyst for getting the first orders shipped. Become a Levels Member – levelshealth.com Learn about Metabolic Health – levelshealth.com/blog Follow Levels on Social – @Levels on Instagram and Twitter

What is the Mission of TruePill? Listen in to this fascinating conversation with Dr. David Berkowitz & TruePill co-founder Sid Viswanathan.  Much of the tech stack connecting health care providers is antiquated and is in need of modernization. One of the companies helping to evolve the healthcare information highway is Truepill. Truepill got their start as the pharmacy fulfillment technology behind popular consumer brands like Hims/Hers and GoodRx. Since then, Truepill has expanded into other vertical spaces like telehealth and has created a comprehensive API-connected healthcare infrastructure to meet many of their customer's needs.  Listen in as Dave speaks to Truepill's CEO Sid Visawanathan, about how Truepill empowers their partners to deliver world-class patient experiences. Sid Viswanathan is the Co-Founder and President of Truepill. Alongside Co-Founder Umar Afridi, Sid founded Truepill in 2016 to revolutionize the pharmacy and healthcare industry. The company shipped its first prescription less than five years ago and has since expanded its services to deliver an end-to-end, direct-to-patient experience unlike anything else in the healthcare industry. In 2010, Sid founded his first company, CardMunch, a business-card scanning app which was acquired by LinkedIn soon after its founding. After its acquisition, Sid joined LinkedIn as Product Manager and saw CardMunch named one of Time Magazine's Best Apps of 2012. Sid started his career in Johnson & Johnson's Global Operations Leadership Development program, working in the medical device and pharmaceutical sectors. He graduated from Carnegie Mellon University with a Bachelor's Degree in Mechanical and Biomedical Engineering. Learn more: https://truepill.com/  See omnystudio.com/listener for privacy information. Learn more about your ad choices. Visit megaphone.fm/adchoices

This week we dove into healthcare. Everybody listening has had a subpar experience with our healthcare system - whether it’s a friend, a colleague, a family member or a personal experience, our healthcare system is fraught with challenges. Part of the reason the system is so difficult is because of how the incentives are set up - patients, primary care physicians, specialists, health care systems, insurance companies have a web of complex intertwined interests. That’s also what makes it so interesting to tackle. This week’s guest was Sid Viswanathan, Co-Founder and President of Truepill. Truepill has created an API to help enable pharmacy fulfillment and delivery, white label packaging and product design. Their goal - simply put - is to create a pharmacy infrastructure grounded in technology and automation to build a next generation healthcare platform. Sid and team have raised over $100M to bring this vision to reality. In this conversation we discussed the challenges of innovating in healthcare, how Truepill provides customers with a better experience and the ups and downs of leading a hyperscale business.

What is the Mission of TruePill? Listen in to this fascinating conversation with Dr. David Berkowitz & TruePill co-founder Sid Viswanathan.  Much of the tech stack connecting health care providers is antiquated and is in need of modernization. One of the companies helping to evolve the healthcare information highway is Truepill. Truepill got their start as the pharmacy fulfillment technology behind popular consumer brands like Hims/Hers and GoodRx. Since then, Truepill has expanded into other vertical spaces like telehealth and has created a comprehensive API-connected healthcare infrastructure to meet many of their customer’s needs.  Listen in as Dave speaks to Truepill’s CEO Sid Visawanathan, about how Truepill empowers their partners to deliver world-class patient experiences. Sid Viswanathan is the Co-Founder and President of Truepill. Alongside Co-Founder Umar Afridi, Sid founded Truepill in 2016 to revolutionize the pharmacy and healthcare industry. The company shipped its first prescription less than five years ago and has since expanded its services to deliver an end-to-end, direct-to-patient experience unlike anything else in the healthcare industry. In 2010, Sid founded his first company, CardMunch, a business-card scanning app which was acquired by LinkedIn soon after its founding. After its acquisition, Sid joined LinkedIn as Product Manager and saw CardMunch named one of Time Magazine’s Best Apps of 2012. Sid started his career in Johnson & Johnson’s Global Operations Leadership Development program, working in the medical device and pharmaceutical sectors. He graduated from Carnegie Mellon University with a Bachelor’s Degree in Mechanical and Biomedical Engineering. Learn more: https://truepill.com/  See omnystudio.com/listener for privacy information.

What is the Mission of TruePill? Listen in to this fascinating conversation with Dr. David Berkowitz & TruePill co-founder Sid Viswanathan.  Much of the tech stack connecting health care providers is antiquated and is in need of modernization. One of the companies helping to evolve the healthcare information highway is Truepill. Truepill got their start as the pharmacy fulfillment technology behind popular consumer brands like Hims/Hers and GoodRx. Since then, Truepill has expanded into other vertical spaces like telehealth and has created a comprehensive API-connected healthcare infrastructure to meet many of their customer’s needs.  Listen in as Dave speaks to Truepill’s CEO Sid Visawanathan, about how Truepill empowers their partners to deliver world-class patient experiences. Sid Viswanathan is the Co-Founder and President of Truepill. Alongside Co-Founder Umar Afridi, Sid founded Truepill in 2016 to revolutionize the pharmacy and healthcare industry. The company shipped its first prescription less than five years ago and has since expanded its services to deliver an end-to-end, direct-to-patient experience unlike anything else in the healthcare industry. In 2010, Sid founded his first company, CardMunch, a business-card scanning app which was acquired by LinkedIn soon after its founding. After its acquisition, Sid joined LinkedIn as Product Manager and saw CardMunch named one of Time Magazine’s Best Apps of 2012. Sid started his career in Johnson & Johnson’s Global Operations Leadership Development program, working in the medical device and pharmaceutical sectors. He graduated from Carnegie Mellon University with a Bachelor’s Degree in Mechanical and Biomedical Engineering. Learn more: https://truepill.com/  See omnystudio.com/listener for privacy information.

In this episode, show hosts Lolita Taub and Eric Bahn along with show producer Hung Pham break down last week's episode with guest Sid Viswanathan, co-founder of Truepill, and share their reactions, thoughts, and insights.

Coming up with a viable business idea is hard.  Coming up with the right type of business that aligns with your personality and vision such that you can't sleep at night is even harder.We call that “founder-market fit” and when you find it, you increase your chances of building a truly transformative company. That's because having founder-market fit keeps you 100% focused on the problem with an obsessive, almost maniacal commitment.So much so that it may make your product best-in-class.A perfect example is our guest this week on First Pitches, Sid Viswanathan, co-founder of Truepill, a startup revolutionizing the healthcare patient experience.Think Shopify for healthcare.Before Truepill, Sid was the co-founder of CardMunch, a business-card scanning app acquired by LinkedIn in 2011.  Under Sid's leadership at LinkedIn, CardMunch was named one of Time Magazine's Best Apps of 2012But after four years at LinkedIn, Sid had a founder's itch to scratch.  The problem?  He didn't know what to do next.And that's when a random encounter with a LinkedIn status update changed Sid's life forever.You're gonna have to listen to find out how what happens next.Get tactical tips on how to master your first pitch.  Sign up for our newsletter at www.firstpitches.com

Sid Viswanathan is the Co-founder and President of Truepill. He graduated from Carnegie Mellon University with a Bachelor's Degree in Mechanical and Biomedical Engineering. He then joined Johnson & Johnson, working in the medical device and pharmaceutical sectors. In 2010, Sid founded his first company, CardMunch, a business-card scanning app. Within a year the business was acquired by LinkedIn. Sid joined the company as Product Manager and saw CardMunch named one of Time Magazine's Best Apps of 2012. After nearly four years at LinkedIn, he was ready for his next startup venture. Through his conversations with Co-founder Umar Afridi, it became clear that the pharmacy industry was ripe for a technological revolution. In 2016 Truepill shipped its first prescription and has since expanded its services to deliver an end-to-end, direct-to-patient experience unlike anything else in the marketplace. On This Episode: Sid shares the background of True Pill and what led to it starting as a company. Hear the first “a-ha” moments Sid and his team had in their business. Learn how to grow your company to your first hundred customers. Chris and Sid discuss the importance of having strongly defined core values. Tips from Sheldon's Playbook: Try to build solid relationships with those who are in the industry you want to grow in. Your mindset must continually evolve as you grow your team – while still staying true to your core values. Rewrite your job description every six months. Tweetable Quotes: “Either you gotta get back or you're going to die.” “Our level of success will never exceed our level of personal development.”

We are forgetting about health tech, and celebrating Chicago-oo! Just kidding, today on Health in 2 Point 00, Jess asks Matthew about Truepill getting a 75M Series C after just closing their B, Sana Benefits getting $20.8M, and Decent getting $10M, both of which are in the space of health benefits & insurance for small business have raised funding, MDLive closing a $50M round for their Virtual Primary Care (but weren't they going public?), Owl Insights getting $15M from Ascension and Blue Ventures, and Boehringer Ingelheim & Click Therapeutics working on a $500M deal together on a DTx platform for Schizophrenia patients.

Today on Health in 2 Point 00, it's the 4th shoe! On Episode 135, we've got Amazon's entry into primary care through its pilot program with Crossover Health, UnitedHealth Group launching Level2, their own digital health diabetes prevention program, Health Catalyst acquiring healthfinch, Truepill raising $25 million and then investing in Ahead, a company which matches psychiatrists to patients.

Venture capitalists' latest on-demand delivery bet is in the pharmaceutical space. Truepill, an online pharmacy powering delivery for the likes of Hims, Nurx, LemonAID and other direct-to-consumer healthcare brands, has nabbed a $10 million Series A from early-stage VC fund Initialized Capital. The investment brings the Y Combinator graduate's total raised to $13.4 million. Y Combinator, Sound Ventures, Tuesday Capital and others participated in the round.