Podcasts about uber health

Imagine a world where freezing your eggs isn't just a luxury for the wealthy, and starting a family is a journey filled with ethical considerations and genuine support. That world is becoming a reality thanks to Lauren Makler, founder of Cofertility. In this episode of How Women Inspire, Julie sits down with Lauren to explore the revolutionary ways Cofertility is changing the landscape of reproductive health. From their innovative 'split program' making egg freezing accessible, to their commitment to ethical egg donation and supporting diverse family structures, Lauren's vision is reshaping how we think about family building and gender equality. This week's episode 164 of How Women Inspire Podcast is about revolutionizing egg donation and fertility solutions! This episode was created in partnership with the Nasdaq Foundation. Together, we are working to educate, inspire, and engage women from diverse backgrounds on venture investing and entrepreneurship. Did you know that only 2% of venture funding goes to women-led companies? Together, we are working to show that women are the new face of venture investing.In this episode of How Women Inspire Podcast, Lauren Makler is sharing the importance of education and opportunities around fertility solutions and actionable steps you can take right now to support others in their family planning. Lauren Makler is the Co-Founder and CEO of Cofertility, a human-first fertility ecosystem rewriting the egg freezing and egg donation experience. Previously, as an early Uber employee, Lauren founded Uber Health, a product that enables healthcare organizations to leverage Uber's massive driver network in improving healthcare outcomes through patient transportation and healthcare delivery. After a rare disease diagnosis, Lauren's fertility journey led her to believe that everyone should have the opportunity to freeze their eggs–and that there should be better access to egg donors. She lives in Los Angeles with her husband and their miracle baby girl.Some of the talking points Julie and Lauren go over in this episode include:The lack of diversity in egg donors and the transactional nature of traditional egg donation.Lauren's personal journey with fertility and how it inspired her to pursue creating Cofertility.The importance of inclusive regulatory policies that support all types of families.The concerns of Gen Z women about their fertility and encouraging awareness and education.Thank you for listening! If you enjoyed this episode, take a screenshot of the episode to post in your stories and tag me!  And don't forget to follow, rate, and review the podcast and tell me your key takeaways!Learn more about How Women Inspire at https://www.howwomenlead.com/podcast CONNECT WITH LAUREN MAKLER:LinkedInInstagramCofertilityCONNECT WITH JULIE CASTRO ABRAMS:LinkedIn - JulieHow Women LeadHow Women InvestHow Women GiveInstagram - HWLLinkedIn - HWLFacebook - HWL

April 2, 2025: Kate and Sarah discuss RWJ Barnabas Health's innovative partnership with Uber Health to provide free transportation for underserved patients. They explore how this initiative significantly reduces no-show rates, improves care continuity, and addresses critical social determinants of health. X: This Week Health LinkedIn: This Week Health Donate: Alex's Lemonade Stand: Foundation for Childhood Cancer

For our Holiday episode in December we have a lot of “goodies” for you including a wonderful interview on how to help adults with terminal illness live out their dreams, how to improve our health as we age and how to optimize our sleep health which is always in short supply during the busy holidays, but especially for caregivers and how respite care can help. We also will share how to help your older loved one live out their dream of driving safely with age and we give a sneak peek into our Holiday Gift Guide (which you can watch separately on our YouTube channel) and from our Self Care in 7 Minutes – 7 Lessons from George Bailey, the character in the classic holiday film, “It's a Wonderful Life” on how life can be challenging but also wonderful. (2:43) In CAREGIVER WELLNESS NEWS, Sherri talks about two new studies: the 4th Annual Older Adult Health Survey from Independa; and a sleep science study from UCSF on how our brains age if we do not get good restorative sleep (article and full study). Sherri also offers several resources to help caregivers find respite care during the holidays. (12:37) Kisa Heyer – CEO of the Dream Foundation – Kisa shares the wonder of this nonprofit that focuses on end-of-life dreams and how you can help make them happen for your loved one and for others. (30:50) For WELL HOME DESIGN NEWS, Sherri talks about December 4-8 which is National Older Driver Safety Week and what are the tips around keeping our older loved ones safe in their cars but also to keep them socially active and not just sitting at home alone. One alternative may be using rideshare and Sherri tells us how the new Caregiver App from Uber Health works to give free rides to older adults. Our 4th Annual Caregiving Club Holiday Gift Guide is here and Sherri shares a sneak peek into our 21 gift ideas for Caregiver Wellness, Older Adult Wellness and Wellness for the Home (you can also watch our gift guide selections on these links on our YouTube channel and check out our previous year's gift selections). (40:22) – In our Pop Culture segment, Sherri talks about the last chapter from her “Me Time Monday” book called “Me Time Monday for a Wonderful Life.” She talks about how there are lessons in the classic holiday movie, “It's a Wonderful Life” and captures 7 lessons from the main character, George Bailey, in our “Self Care in 7 Minutes” video as part of our Me Time Monday Wellness Hacks. Merry Christmas, Happy Holidays – Take Care and Stay Well! Find out more at: caregivingclub.com/podcast/

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Vamos acompanhar as melhores notícias de tecnologia do dia: Netflix aumenta preço da assinatura no Brasil, Presidente Lula pode vetar taxação de compras internacionais de até US$ 50, Truecaller agora pode atender chamadas com sua voz usando IA  e muito mais!  

Meg is joined by Caitlin Donovan, Global Head of Uber Health, which focuses on delivering a “better patient experience with transportation, same-day prescription, and home delivery for groceries and over-the-counter items, enhancing benefit coordination.”Caitlin explains Uber Health's services: transportation, prescription delivery, and grocery and over-the-counter benefits. Meg and Caitlin dive into the challenges of executing Uber Health's vision, the importance of aligning incentives, and the critical task of understanding the healthcare ecosystem at large. Caitlin shares insights on engaging health plans and providers, as well as the future plans and innovations of Uber Health. Lastly, Caitlin discusses the key factors in successfully bringing new solutions to the healthcare market and leading well-balanced teams.Further Reading: 2020 product update, Uber Technologies reported that Uber Health grew 300% in two years.2021, Uber Health and Surgo Ventures partnered with two federally qualified Washington, D.C. health centers to launch the Rides for Moms program2023: Uber's Revenue Up 29% as U.S. Ride-Hailing Business Improves“How Uber Health Is Addressing The Maternal Health Crisis”Episode Credits: The Game-Changing Women of Healthcare is a production of The Krinsky Company. Hosted by Meg Escobosa. Produced by Meg Escobosa, Calvin Marty, Chelsea Ho, Medina Sabic, Markala Comfort, and Wendy Nielsen.Edited, engineered, and mixed by Calvin Marty. All music composed and performed by Calvin Marty. ©2024 The Krinsky Company

This week, Colton sits down with Lauren Makler, Co-Founder and CEO of Cofertility, a company that gives women the opportunity to freeze their eggs for free when they donate half of the eggs retrieved to a family who can't otherwise conceive. After founding Uber Health and following a rare disease diagnosis, Lauren's personal fertility journey inspired her to create Cofertility, a human-first fertility ecosystem rewriting the egg freezing and egg donation experience. Cofertility's Freeze by Co platform makes egg freezing more accessible while its Family by Co platform provides intended parents seeking donor eggs with a value-aligned alternative without cash compensation. For more information about Cofertility, or to learn more about their programs, visit www.cofertility.com. This episode was Produced by Avery Siegel, shot by Eleanor Matthews, and edited by Patchwork Piñata. Original theme song by Jon the Dad. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this next episode of The Heidrick & Struggles Leadership Podcast, Heidrick & Struggles' Josh Clarke speaks to Caitlin Donovan, global head of Uber Health. Donovan shares what attracted her to an operational role and the healthcare ecosystem, what kept her engaged in the sector, and how she believes a strong operational focus has benefited her as a business leader. Speaking from her experience having worked with both early-stage start-ups and large-scale organizations, she also shares what leadership capabilities have helped her thrive in all these different environments as well as what new things she had to learn when starting out in each; her perspective on building thriving teams and striking a balance between functional expertise and general best athletes; and her approach to recruiting, engaging, and retaining talent in different market environments. Hosted on Acast. See acast.com/privacy for more information.

It's safe to say the majority of people reading this post have used Uber as a ride service, and many have also tapped Uber Eats for food delivery. What you might be less familiar with is the Uber Health platform that enables healthcare organizations to arrange rides and services on behalf of patients including deliveries of prescriptions, groceries, and over-the-counter items to their homes. Patients don't need to have an Uber account, credit card or even a smartphone because everything is handled for them by a care coordinator. According to our guest Dr. Mike Cantor, the company's chief medical officer, the aim is to make the healthcare system more efficient and effective by improving access to the services people need to stay healthy. “In the value-based care system where you can save money by being preventive and keeping people away from hospitals, Uber is potentially a really good set of solutions for the healthcare system and ultimately for the patients as well,” he says. Cantor is well-placed to help guide Uber's potential impact on healthcare because of his rich background as a clinician and executive working on quality improvement and care management programs for healthcare providers and health plans. Don't miss this fascinating discussion with host Derek Apanovitch about how healthcare delivery is being impacted by one of today's most disruptive and innovative companies, and learn what partnerships Uber is forming to grow its healthcare role including support for caregivers.  Mentioned in this episode: https://www.uberhealth.com/

In this episode, Thad Davis, Senior Managing Director, interviews Caitlin Donovan, Global Head of Uber Health, where they discuss the importance of mentorship, having a strong opinion, and knowing your value.

While Lauren was pitching Uber Health to their executive team, she felt a sharp, irregular pain in her stomach. With testing and a diagnostic surgery, she was diagnosed with an incredibly rare disease and was told she may not be able to have a biological child. As you can imagine, her first questions were: how do I navigate this disease? But also, how will I build a family some day?  Because so little is known about this disease, it was unclear if she could pursue egg-freezing, so she started looking into donation  and what stuck out to her was how antiquated and, for a lack of a better word, “icky” the traditional system felt.  While, ultimately, she was very fortunate to have her sister freeze her eggs and donate them to her to potentially use later, and was able to conceive her baby girl unassisted, she never stopped thinking about egg donation. I spent months thinking about the costly, and emotionally and physically taxing feats people go through to build a family, and couldn't believe no one has been talking about this and yet, egg donation is at the crux of so many other pieces of the industry. It's an essential part of LGBTQ+ family planning, it goes hand in hand with egg-freezing, and it's part of the process for many couples who go through infertility.  That's why in 2022, she founded Cofertility, to reshape fertility preservation and third-party reproduction so it's more accessible, human and community-driven. The company offers a destigmatized, scalable approach to egg donation, which reshapes the cost structure of egg-freezing by matching women who want to freeze their eggs with families who could not otherwise conceive and by donating half, women can freeze their eggs for free. Since their launch last fall, tens of thousands of people have applied to be a part of their egg-freezing programs, and they have activated hundreds of donors. They've also taken a firm stance against the historical, predatory practices that involve cash compensation and failing to provide fertility education for the donor's own reproductive future. In the egg-sharing model, which is what their Split program offers, there is a focus on shared outcomes rather than financial gain. All members get access to their online community, where people talk openly about their egg-freezing experience and support one another through it in real time and they welcome all intended parents — single or coupled, regardless of what brought them here — and support them with compassion and respect for whatever path is best for them.   Key takeaways from the podcast that listeners will learn today: The way we build families is more dynamic than ever and looks different for everyone. Cofertility exists to honor that and offers a destigmatized, scalable approach for bringing egg donation and egg-freezing together.  It's our goal to fix the broken egg donation system. Matching with an Egg Donor should be a positive experience. If you're looking for an egg donor — either due to infertility, cancer, a genetic condition, or not having eggs — you may already feel like the odds are stacked against you. The last thing you need is to feel like you're “shopping” for a human who plays a critical role in your family-building journey. And we'll never make it feel that way. We agree with ASRM that egg donor compensation can open the door for exploitation. Plus, a 2021 Harvard study found that 62% of donor-conceived adults felt the exchange of money for donor gametes was wrong, and 41% were troubled by the fact that money was exchanged around their conception. By allowing our donors to freeze their eggs as part of the process, our unique model honors everyone involved. Lauren speaks to intended parents struggling with second infertility all the time at Cofertility, and it's something her and her husband are going through right now on their journey to baby #2. It can be especially frustrating as it's surprising and stressful, but it's estimated that nearly one-third of the women who experience infertility are impacted by it. Favorite baby product or new motherhood product? What would you buy for someone who was currently pregnant or a new parent?:  The Snoo and taking Cara Babies' Sleep Schedule Who is Lauren? Lauren Makler is the Co-Founder and CEO of Cofertility, a human-first fertility ecosystem rewriting the egg freezing and egg donation experience. Previously Lauren was an early Uber employee and founded Uber Health, a product that enables healthcare organizations to leverage Uber's massive driver network in improving healthcare outcomes through patient transportation and healthcare delivery. After a rare disease diagnosis, Lauren's fertility journey led her to believe that everyone should have the opportunity to freeze their eggs–and that there should be better access to egg donors. She lives in Los Angeles with her husband and their miracle baby girl. Website: https://www.cofertility.com/   Instagram: https://www.instagram.com/cofertility/ + https://www.instagram.com/familybyco/ + https://www.instagram.com/freezebyco/ + https://www.instagram.com/laurenmakler/  Facebook Group: https://www.facebook.com/cofertility/  Other: https://twitter.com/cofertility + https://www.linkedin.com/company/cofertility/  XOXO -Heids We have seats available in Birth Story Academy. Join today for $20 off with code BIRTHSTORYFRIEND at https://www.birthstory.com/online-course!  Resources: Birth Story Academy Online Course Shop My Birthing Workbooks and Guides I'm Heidi, a Certified Birth Doula, and I've supported the deliveries of over one thousand babies in my career. On the Birth Story Podcast, I'll take you on a journey through your pregnancy by providing you education through storytelling. I provide high-level childbirth education broken down to make it super digestible for you because I know you are a busy parent on the go. Plus, because I am so passionate about birth outcomes, you will hear from many of the top experts in labor and delivery. Connect with Me! Instagram YouTube My Doula Heidi Website Birth Story Media™ Website  

Lauren Makler, the Co-Founder & CEO of Cofertility. Prior to starting Cofertility, Lauren spent the bulk of her career at Uber, where she founded and led strategy at Uber Health. We wanted to chat with Lauren to dig into the business of egg freezing, what women are looking for when it comes to their experience, and how we can collectively do better to make doing something so potentially valuable for your future more accessible and more human.

Today's guest, Lauren Makler is the CEO and Co-Founder of CoFertility. They are a mission-driven company full of individuals who are passionate about making egg freezing more accessible to women and assisting them in their journey toward motherhood. Lauren previously founded Uber Health, where under her leadership, the business helped millions of patients get the care they need. Prior to that, Lauren spent the early years at Uber launching the core business throughout the East Coast. Her own fertility journey gave her the immediate clarity that she wanted to build something meaningful in reproductive health. We know listeners will enjoy getting to know Lauren in today's episode. --- Support this podcast: https://podcasters.spotify.com/pod/show/howdshedothat/support

This week we're talking egg freezing with the extremely inspiring Lauren Makler. Lauren Makler is the Co-founder and CEO of Cofertility. Her winding road of a fertility journey led her to believe that everyone should have the opportunity to freeze their eggs –and that the egg donation experience should be made more positive and human-centered for everyone involved. Lauren also founded Uber Health, a product that enables healthcare organizations to leverage Uber's driver network to improve healthcare outcomes through patient transportation and delivery. Under her leadership, the business helped millions of patients get to the care they needed. Prior to that, Lauren helped launch Uber's core business throughout the east coast and led the company's first experiments in healthcare, national on demand flu shot campaigns. She lives in Los Angeles with her husband and their miracle baby girl.In this explained episode, Erica and Lauren chat through all the myths and facts around egg freezing, so for any twentysomething who wants to take control of their life... this episode is for you. It'll hopefully give you the information you need to make the right choices for YOU. Lauren also talks through what a more human-centered approach looks like in the fertility space and her personal story that started it all.Twentysomethings, listen now for an hour of inspiration with Lauren Makler!Follow Us!Lauren Makler: @laurenmaklerCofertility: @cofertilityErica Wenger: @erica_wengerDear Twentysomething: @deartwentysomething

Neste The Big Ones, destaque às mais recentes inovações e movimentos estratégicos da Bloomberg, Google e Uber:Bloomberg desenvolve chatbot de análises financeirasGoogle paga a diferença se preços de voos desceremUber Health entrega medicamentos com receita no próprio dia Saiba mais sobre inovação e nova economia em supertoast.pt. 

Hosts Gregg Masters and Fred Goldstein meet Caitlin Donovan, Global Head of Uber Health. The Uber Health platform helps improve patient care by enabling healthcare organizations to arrange rides and services on behalf of others by using a centralized, easy-to-use dashboard or an API. We discuss their role in the healthcare industry, being a new player that brings innovative solutions to address patients' needs with the technical processes they already know and manage well. Just like their well-known service, Uber Health counts on independent earners that can transport patients or deliver medications to them, an option that can benefit people like seniors, patients with complex chronic conditions, and employees who work for self-insured employers. Caitlin discusses Uber Health's approach to overcoming care barriers and addressing patients' social determinants of health by designing benefits for them and aligning incentives across healthcare. She also speaks about the three different ways they help employers facilitate access to care for their employees, and why it's important to scale solutions while still meeting individual needs. To stream our Station live 24/7 visit www.HealthcareNOWRadio.com or ask your Smart Device to “….Play Healthcare NOW Radio.” Find all of our network podcasts on your favorite podcast platforms and be sure to subscribe and like us. Learn more at www.healthcarenowradio.com/listen

Healthcare Marketplaces, Neurotech & No Cure Care On this episode, the Healthusiasm panel debates:  -Whether healthcare marketplaces are a trillion-dollar opportunity -How Neurotechnology could be a blessing and a curse -If we pay enough attention to ""living with a disease”  On top of that, the panel also briefly touches upon:  -Apple's latest health innovations -Better survival rates for women with breast cancer -Bayer's new focus on precision health for consumer health -Uber Health delivering physician-prescribed grocery -Nike's strategic transformation from a sports brand to a holistic health brand -Health warnings on individual cigarettes in Canada -""Learning how to smile"" classes in Japan -The first breathing, sweating and shivering robot -Mum communes as a global trend -Instacart conducting clinical studies together with leading health systems -Imran Chaudri's innovative technology with which you remain present and available. Find all of our network podcasts on your favorite podcast platforms and be sure to subscribe and like us. Learn more at www.healthcarenowradio.com/listen/

Hosts Gregg Masters and Fred Goldstein talk to Caitlin Donovan, Global Head, Uber Health, Rick Leach, JD, an Expert in Food Security and Public Health, Founder and former CEO, World Food Program, USA and current Chairman of the Food as Medicine Board at Avesis, LLC, and Benny DiCecca, CEO and President, Validation Institute. They discuss the role of certification of programs from an impact and efficacy point of view. To stream our Station live 24/7 visit www.HealthcareNOWRadio.com or ask your Smart Device to “….Play Healthcare NOW Radio.” Find all of our network podcasts on your favorite podcast platforms and be sure to subscribe and like us. Learn more at www.healthcarenowradio.com/listen

This episode of PopHealth Week features Caitlin Donovan, Global Head of Uber Health. The Uber Health platform 'helps improve patient care by enabling healthcare organizations to arrange rides and services on behalf of others by using a centralized, easy-to-use dashboard or an API'. We discuss their role in the healthcare industry, the January 1st, 2024 nationwide launch of their new program and need for select channel partner participation. Being a relatively new player into the emerging transporation needs space, their platform enables innovative solutions to address patients' needs with the technical processes they already know and manage well. Consistent their 'legacy' service, Uber Health counts on independent contractors to transport patients or deliver medications to them, an option that can benefit people like seniors, patients with complex chronic conditions, and employees who work for self-insured employers. Caitlin also discusses Uber Health's approach to overcoming care barriers and addressing patients' social determinants of health by designing benefits for them and aligning incentives across healthcare. She also speaks about the three different ways they help employers facilitate access to care for their employees, and why it's important to scale solutions while still meeting individual needs. Join us!   ==##==  

This episode of PopHealth Week features Caitlin Donovan, Global Head of Uber Health. The Uber Health platform helps improve patient care by enabling healthcare organizations to arrange rides and services on behalf of others by using a centralized, easy-to-use dashboard or an API. We discuss their role in the healthcare industry, being a new player that brings innovative solutions to address patients' needs with the technical processes they already know and manage well. Just like their well-known service, Uber Health counts on independent earners that can transport patients or deliver medications to them, an option that can benefit people like seniors, patients with complex chronic conditions, and employees who work for self-insured employers. Caitlin discusses Uber Health's approach to overcoming care barriers and addressing patients' social determinants of health by designing benefits for them and aligning incentives across healthcare. She also speaks about the three different ways they help employers facilitate access to care for their employees, and why it's important to scale solutions while still meeting individual needs.

  On today's episode of PopHealth Week, our guests are:Caitlin Donovon, Global Head, Uber Health, Rick Leach, JD, an Expert in Food Security and Public Health, Founder and former CEO, World Food Program, USA and current Chairman of the Food as Medicine Board at Avesis, LLC, and Benny DiCecca, CEO and President, Validation Institute. We discuss the role of certification of programs from an impact and efficacy point of view.

  On today's episode of PopHealth Week, Fred and Gregg's guests are:Caitlin Donovan, Global Head, Uber Health, Rick Leach, JD, an Expert in Food Security and Public Health, Founder and former CEO, World Food Program, USA and current Chairman of the Food as Medicine Board at Avesis, LLC, and Benny DiCecca, CEO and President, Validation Institute. We discuss the role of certification of programs from an impact and efficacy point of view.

You probably know Uber, but did you know about its healthcare side? In this episode, Caitlin Donovan, Global Head of Uber Health, talks about their place as a new player in the healthcare industry. Caitlin discusses Uber Health's approach to overcoming barriers to care and addressing patients' social determinants of health by designing benefits for them at the health plan level and aligning incentives across healthcare.  Listen to this episode to learn more about the ways Uber Health will make an impact in healthcare! Click this link to the show notes, transcript, and resources: outcomesrocket.health

Descubra as novidades sobre as empresas que lideram a nova economia:

Neste The Big Ones, destaque às mais recentes inovações e movimentos estratégicos da Bloomberg, Google e Uber:Bloomberg desenvolve chatbot de análises financeirasGoogle paga a diferença se preços de voos desceremUber Health entrega medicamentos com receita no próprio dia Saiba mais sobre inovação e nova economia em supertoast.pt. 

Descubra as novidades sobre as empresas que lideram a nova economia:

About Caitlin Donovan:Caitlin Donovan is the Global Head of Uber Health. She joined Uber most recently from MyOrthos, an Orthodontic Services Organization, where she served as Chief Operating Officer. Prior to that, Caitlin developed her knack for tackling obstacles to patient care as Chief Operating Officer of Circulation and Executive Vice President of Operations at LogistiCare (now ModivCare), specialty benefit managers in the non-emergency medical transportation space. She also served as the Vice President of Operations at CareCentrix with a focus on home health and post-acute care. Early in her career, she worked in finance as an investor at Bain Capital and as a member of the internal consulting group at Summit Partners. She earned her bachelor's degree in Economics from Harvard University and lives in Dover, Massachusetts with her husband and two boys. Things You'll Learn:Medicaid has had transportation as a covered benefit since 1966, but it's not a benefit many know how to access.Health plans are increasingly looking to include transportation within their benefits portfolio.According to a recent study, within 5.1 million employees under self-insured employers, 27% live at 200% of the poverty line or below. The above-mentioned population uses preventative services 50% less, resulting in four times more avoidable admissions.To register for WIC, it is required to go in person to an office before getting groceries delivered.Logistics and value-based care will not solve healthcare's problems on their own; It is important to think about the underlying issues to address them in a scalable way while they align with the system's incentives. Resources:Connect with and follow Caitlin Donovan on LinkedIn.Follow Uber Health on LinkedIn.Visit the Uber Health Website.

On episode 321 of the BlockHash Podcast, CEO Pradeep Goel joins Brandon Zemp to talk about the intersection of blockchain and healthcare. Pradeep has effectively executed various blockchain solutions related to healthcare for several clients and partners, including Boehringer Ingelheim, Arizona Care Network, Uber Health, Lyft, Angel Kids Pediatrics, and numerous others. Solve.Care is a healthcare technology company that aims to revolutionize the healthcare industry through innovative solutions using blockchain technology. Their platform utilizes a decentralized approach to managing healthcare benefits, coordination, and payments, which improves the efficiency, quality, and accessibility of healthcare services. The Solve.Care platform offers various tools such as Care.Wallet, Care.Protocol, Care.Coins, and Care.Cards to simplify healthcare management and promote patient-centric care. Their mission is to empower individuals and organizations to make better healthcare decisions while reducing administrative costs and improving patient outcomes. Timestamps: 0:00 | Brandon Zemp and CEO Pradeep Goel of Solve.Care 1:40 | Who is Pradeep Goel? 4:20 | Can blockchain fix the healthcare system? 9:52 | How is Self.Care fixing healthcare? 18:32 | How does blockchain protect health data, patient consent and confidentiality? 26:00 | Transferable medical records 31:20 | Technologies complimentary to blockchain in improving healthcare 37:08 | Conclusion The Guest on Social Media…

In part 2 of our season 2 premiere, we talk about improving food access, income inequality, access to healthcare, housing, and transportation with Lacey Johnson of Erie Family Health Centers. We dive into strategies and programs that improve the quality of public health in Illinois.Resources Mentioned:- LISC – Organization that funds Uber Health at Erie: https://www.lisc.org/chicago/- Northern IL Food Bank: https://solvehungertoday.org/- Erie's research page: https://www.eriefamilyhealth.org/research/#sdoh

Lauren Makler is the Co-Founder and CEO of Cofertility. She previously founded Uber Health, a product that enables healthcare organizations to leverage Uber's massive driver network in improving healthcare outcomes through patient transportation and healthcare delivery. Under Lauren's leadership, the business helped millions of patients get to the care they needed. Prior to that, Lauren spent the early years at Uber launching the core business throughout the east coast and led the company's first experiment in healthcare, national on demand flu shot campaigns. Lauren's winding road of a fertility journey led her to believe that everyone should have the opportunity to freeze their eggs –and that there should be better access to egg donors. She lives in Los Angeles with her husband and their miracle baby girl. Listen as Lauren discusses with Ellen and Jenn: • Experiencing ongoing pain and being diagnosed with an incredibly rare abdominal disease. • Being told she may never be able to have a biological child. • Defying the odds, but only after obtaining a deeper understanding of the broken and antiquated systems surrounding egg donation. • Joining with her Cofertility co-founders to build a company that gives women more power over their reproductive health. • Reshaping fertility preservation and third-party reproduction so it's more accessible, human and community-driven. Want to share your story or ask a question? Call and leave us a message on our hotline: 303-997-1903. Learn more about our podcast: https://iwanttoputababyinyou.com/ Learn more about our surrogacy agencies: https://www.brightfuturesfamilies.com/ Get your IWTPABIY merch here! https://iwanttoputababyinyou.com/merch Learn more about Ellen's law firm: http://trachmanlawcenter.com/ Learn more about Cofertility here: https://www.cofertility.com

In the season 2 premiere, we discuss the social determinants of health, such as food access, income inequality, access to healthcare, housing, and transportation with Lacey Johnson of Erie Family Health Centers. We dive into strategies and programs that improve the quality of public health in Illinois.Resources Mentioned:- LISC – Organization that funds Uber Health at Erie: https://www.lisc.org/chicago/- Northern IL Food Bank: https://solvehungertoday.org/- Erie's research page: https://www.eriefamilyhealth.org/research/#sdoh

Lauren Makler is Co-Founder, and CEO of Cofertility, a human-first fertility ecosystem rewriting the egg freezing and egg donation experience. Victoria talks to Lauren about tackling the access issues around egg freezing and donation and hoping to bring down the cost, leaving a company like Uber and starting her own business, and figuring out a go-to-market approach and what that strategy should look like. Cofertility (https://www.cofertility.com/) Follow Cofertility on LinkedIn (https://www.linkedin.com/company/cofertility/) or Twitter (https://twitter.com/cofertility). Follow Lauren Makler on LinkedIn (https://www.linkedin.com/in/laurenmakler/), Instagram (https://www.instagram.com/laurenmakler/), or Twitter (https://twitter.com/laurenmakler). 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: VICTORIA: 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, Victoria Guido. And with me today is Lauren Makler, Co-Founder, and CEO of Cofertility, a human-first fertility ecosystem rewriting the egg freezing and egg donation experience. Lauren, thank you for joining me. LAUREN: Thanks for having me. I'm so excited for this. VICTORIA: Me too. I want to hear all about Cofertility. Can you tell me a little bit more about the platform that you built? LAUREN: Absolutely. Cofertility is really like you said; we're a fertility ecosystem. And at our core, we're enabling women to freeze their eggs for free when they donate half of the eggs retrieved to a family that can't otherwise conceive, providing support and education for everyone involved along the way. You know, we're serving two very different audiences. One side of our business, our Freeze by Co, is targeted at women between the ages of 21 and 40 who might be interested in preserving their fertility. We know that really the best time to freeze your eggs, unfortunately, is when you can least afford it. And so we've really taken on this access issue and hoping to bring down the cost on that front. And then our Family by Co business is for intended parents who need the help of an egg donor to have a child, so that could be anyone from people who struggle with infertility, or gay dads, cancer survivors, et cetera. There are a lot of people that really rely on third-party reproduction to have a family, and we think it's time to really move that industry forward, and we're doing that in a lot of ways. So that's at a high level; happy to dig in more on any part of that. But we launched in October, and things have been going well ever since. VICTORIA: Wonderful. Yeah, I want to ask you more about...you mentioned the problem that you identified with when people who are most ready to freeze their eggs probably can't afford it. [laughs] But how did you really identify that problem and think I should start a company around this? LAUREN: Yeah, so it's a two-part problem. I think we see a big problem on the egg-freezing side, which is truly cost. I think we know that women are starting families later than ever. For the first time in U.S. history, the average age of women giving birth now is 30, which is the highest on record. And the experimental label from egg freezing was removed in 2012, and so it's become much more mainstream for women to do it. However, the cost to do it in the U.S. is between; I want to say, $12,000-20,000 to do it, plus yearly storage fees. And there are some women who have access to doing it through their large employer, but for the majority of people, that's just not the case. And so, for women who are really trying to prioritize their career or their education or maybe haven't found a partner yet, egg freezing can be a great option. And certainly, it's not an insurance policy by any means, and it's not a guarantee. But studies show that if you experience infertility later in life and you did freeze your eggs, you're much more likely to have a child than not. And so we see it as a great backup option. But again, cost is just truly a huge problem. And then, on the egg donation side, there are tons of families that rely on egg donation to have a baby. And I'm someone...I should mention, too, personally, years ago...I'll make a very long story very short here. Years ago, I was diagnosed with an incredibly rare abdominal disease that put into question my ability to have a biological child someday. And so, I started to look into what my options might be, and egg donation came up. And when I looked at what was happening in the space, I just couldn't believe how antiquated it was. And truly, for lack of a better word, how icky it felt. It seemed really transactional and impersonal for everyone involved. And what I realized was that it was really rooted in the stigma around egg donation that comes from cash compensation for donors. So traditionally, a donor is paid anywhere from $8,000 to $100,000 for her eggs, depending on, unfortunately, her pedigree or sometimes her heritage. Something that might be, you know, a donor that's harder to find might require more compensation the way it's done today. And so we actually saw that many women who are interested in helping another family grow through egg donation can actually be off-put by this idea of cash for their eggs. It's like, ooh, am I selling my eggs, or how do I feel about that? And it actually turns people off when it might otherwise have been something they wanted to explore. It also, I think, leaves intended parents without options that they need and really hurts the LGBTQ community that relies on egg donation for family planning. So there's a lot there. And we felt that that was something that if we remove cash compensation, perhaps it's something that really opens up the pie of women that are open to and interested in egg donation. And it also might really honor the donor-conceived person on the end of it more than what's happening today. Studies have come out that show that donor-conceived adults find the exchange of money for donor eggs to be wrong and that they can actually find it disturbing that money was exchanged for their own conception. So our model takes out cash compensation and instead gives women something that they're excited about, which is preserving their own fertility as well and really sets up everyone involved for success. VICTORIA: Yeah. I saw that in your literature, you bring this human-centered design to how you built the platform, which I think speaks to a little bit of what you're describing there. And do you think that being a woman founder yourself allows you to relate and empathize with women who have this unique perspective or a different perspective on how egg donation should work? LAUREN: Yes, egg donation and egg freezing, honestly. I think I mentioned a little bit about my own experience. Both of my two co-founders have also really, really been through it when it comes to their journeys to parenthood; both of them have been through IVF. And one of them says, you know, her biggest regret in life is that she didn't freeze her eggs at 25. And now, instead of just sitting in that, she's building a company to help other women not have that same regret. So building the company we wished existed when we were younger lets us build something that truly is empathetic and human-centered. And it's unfortunate that so much of healthcare is built and designed by people who, while maybe they have good intentions, they're not building from a place of experience, and I think reproductive health is one of those. I think women need to be involved in designing those solutions, and too often, they're not. VICTORIA: Right. Yes. That makes a lot of sense to me. And I want to talk more about you and your three co-founders and how quickly all this has come together. So, how did you know that your team of co-founders was the right team that these are the people you wanted to start this with? LAUREN: Yeah, it's an interesting question on so many fronts. I think there are people who spend a really long time, like co-founder dating, and use frameworks for evaluating co-founders, and the truth of it for us is that it all happened very quickly. Halle, who is the person who connected the three of us, she is one of my co-founders, and she's just someone I had long admired in digital health and women's health. And there was a day where...we peripherally knew each other. And she slid into my DMs on Instagram. Like, you never know where a great contact may come from. And she asked me what I was up to, what I was working on, and the rest is history. I told her I had just left...I spent eight and a half years at Uber and launched new markets of Uber across the East Coast and then started a business line at Uber called Uber Health, and Halle had always followed my trajectory there. And when she reached out to me, it was like, [gasps] what's it going to be about? And when it ended up that she had an idea centered around egg freezing and egg donation, given the experience I had had with my own fertility journey, it just felt like how could this not be the right thing for me to go build? So I would say gut instinct is really what it comes down to. Halle and Arielle, our third co-founder, had worked together a bit in their past lives. Halle built a company called Natalist, which is fertility, pregnancy tests, ovulation kits, and prenatal vitamins, things like that. And Arielle had actually built the first iteration of Cofertility, which was a fertility content site. And they had had that rapport already, and so that was something that I valued quite a bit. Really talking to some references and getting opinions of people you trust, but your gut, more than anything, will help you answer that question. VICTORIA: Right. And sounds like there's that shared experience and mutual respect, which goes a long way. [laughs] LAUREN: Yeah, that and also a shared vision. Like, if you're aligned with someone in the first month or so of talking about an idea, and when it goes from a little kernel to snowballing and becoming something real, I think it's a good signal. But if you're butting heads and disagreeing in that first really crucial time, it's probably a good idea to go in a different direction. VICTORIA: Yeah. And thinking along those lines, were there decisions that were really easy to make, and what were those? And the second part of the question is what decisions were kind of challenging to make, and what made those decisions challenging? LAUREN: It's funny. Halle was just like, "This idea is going to work, and I know it. Let's do it." I am someone who likes to see evidence before making a decision. And so I suggested in those first two weeks, like, let's get a survey together. Let's ask women, "Hey, would you actually be interested in egg donation if it meant that you got to keep half of the eggs for yourself and that there was no cash compensation involved?" So we asked a few influencers on Instagram to put out our Typeform, and within, like, I don't know, 24 hours, we had over 700 responses. VICTORIA: Wow. LAUREN: And it was a very resounding like, yes, this is something women were interested in. That gave me all the conviction I needed to go at this full force. And so I think having that proof point not only was valuable to help me get there, but it also helped investors get on board. I think some of the easy decisions were like there were certain investors that after meeting I just knew like, yes, this is someone I want to be working with over the next few years. This is someone who sees the same vision that we see. And there were a few conversations with other potential investors where I was like, you know what? That's not who I want to work with. Again, it's like, I'm very big on my instincts as it relates to people and trusting that. VICTORIA: Right. Yeah, that makes a lot of sense. And congratulations on raising your seed funding. LAUREN: Thank you. VICTORIA: And was that a stressful process? How did you feel after that happened? LAUREN: Parts of it were stressful, for sure. I think the fact that I had never done it before was stressful. I like to call myself...before this, I was an intrapreneur. I pitched the idea of Uber Health to Uber executive leadership with a deck that was very similar to what you would pitch external investors with in a scenario like this. So I had gone through a little bit of that but never before had I done anything quite like this. And so I felt very lucky to have Halle by my side through that process because it wasn't her first rodeo. But I would say trusting yourself and trusting that you can figure this out. It seems so much more intimidating than it needs to be. No one is expecting you to fully know how all of this stuff works. It's very figureoutable. VICTORIA: And what obstacles did you face in the last year that you've been working on this? LAUREN: The biggest obstacle, I would say, honestly came down to having the time to both get a company off the ground...and I like to imagine an aeroplane. You have to figure out what kind of plane you're building; then you have to find all the parts, then you have to build the plane. And then the goal upon launch, I can imagine it when I close my eyes. It is like getting the plane off the ground. And with a startup, like you can imagine, there's always a bit of building the plane while you're flying it. But doing all of that over the last year, plus finding the right people to hire, is two full-time jobs. You're sourcing incredible candidates. You're meeting with them. You're pitching them the business. But you also need to evaluate whether or not they're as great as their resume makes them seem. Then you have to convince them to join your seed-stage startup, then check their references, and then put together their offer package, and then do all of their paperwork. And it was like all of these things that I took for granted at Uber for so long of having recruiters, and having an HR team, [laughs] and all of those things that truly it is a full-time job plus building a company. So that, for me, was the hardest. And hiring just at that early stage is so, so important because you add one person, and that's like such a huge percentage of your team. So every hire has to be a great one, but you also can't wait too long to hire because then you miss your goals. VICTORIA: Right. Yes. And there's lots of uncertainty going on in the world as well. I'm sure that makes hiring extra exciting. LAUREN: Yes. I mean, exciting and also scary. I think exciting from the fact that there's great talent that's looking in a way that wasn't necessarily the case six months ago, but scary in that you have to...one of my biggest or things that keeps me up at night is like, what's the right timing to bring on new people so that your business scales appropriately but not too soon that you have people waiting around for the work to come? VICTORIA: Right, yes. And speaking of scary, I can imagine the choice to leave a company like Uber and go and start your own business was thrilling. [laughs] Can you tell me more about how that happened, or what was the order of operations there? LAUREN: I'll go back to my personal story a little bit. So I ended up with this disease that I had been diagnosed with. It was so rare and so not a lot of data on this disease that I decided it was...or these doctors were like, "You know what? Do you have a sister by any chance?" I was like, "What do you mean?" They were like, "You know, it's too risky for you to freeze your eggs just because we don't have any data on your disease. But if you have your sister freeze her eggs and donate them to you, you have them as a backup should you need them." So my incredible sister did that. And I learned a lot about the process of donation even through that experience. And went on to have three surgeries and ultimately was able to conceive without using my sister's eggs which was crazy and exciting and definitely gave my doctors a shock, which was great. And when I had my daughter, it was like this light bulb went off of, like, I have to build something in reproductive health. If I'm spending my time building something, I want it to be spent giving people who want to have a child this amazing gift that I've been given. And it was like an immediate amount of clarity. And so, after my maternity leave, I gave notice at Uber without a plan. I did not have a business idea. I did not have a job lined up. I was fortunate enough to be able to do that. But I almost think releasing myself of that is what gave me the freedom to think about other things. And it was within a day that Halle sent me that DM on Instagram without knowing I had given notice. So the universe works in mysterious ways. VICTORIA: That's wonderful and so exciting and that you just had a baby and then to be in a position where you could start a company and almost feel like I don't have enough to do; [laughter] I want to start a new company too. [laughs] LAUREN: I know. I ended up...the day we pitched our lead investors was my daughter's six-month birthday. VICTORIA: That's amazing. MID-ROLL AD: Are your engineers spending too much time on DevOps and maintenance issues when you need them on new features? We know maintaining your own servers can be costly and that it's easy for spending creep to sneak in when your team isn't looking. By delegating server management, maintenance, and security to thoughtbot and our network of service partners, you can get 24x7 support from our team of experts, all for less than the cost of one in-house engineer. Save time and money with our DevOps and Maintenance service. Find out more at: tbot.io/devops. VICTORIA: How do you balance that, like, those needs of being a mom and maybe being sleep deprived, but also starting this incredibly important business that you're passionate about? LAUREN: I mean, I'm very lucky that I have an amazing husband and sort of partner in all of this. We both are very involved in each other's work, and I highly recommend that if that's something you're open to. I think it gives you an outlet and someone to be invested in it with you but also more to talk about with your partner. [laughs] But other than that, too, I think having boundaries. So I've been really, really specific with myself and with my team about what windows of time I'm with my daughter, and I'm meticulous about it. If that means on certain days, I wake up before she does so that I can get some work done so that I have two hours with her first thing in the morning, and then I'm off between the hours of 4:00 to 7:00 so that I can spend time with her. If that means getting back online at night, I'm down to do that. I just won't compromise the time with her. And my team has been really respectful and honoring of that. And in turn, I really encourage everyone on my team to have a life outside work, whether that's with their children or their pets, or having physical activity, or things like that in their life. I think it's so important that we're not entirely defined by our startups. I think that's how people burn out really quickly. And it's like 2023, right? We don't need to be in this hustle culture where 100% of our time is focused on building our company. It's just not sustainable. VICTORIA: Right. I like that you mentioned sustainability. And that's been a recurring theme I've seen where, yeah, the hustle culture leads to burnout. It isn't sustainable. So are there other cultural or values that you impart onto your team, this new team, that you're standing up to create that sustainability in that innovation that you want? LAUREN: Yeah. I think one thing we've implemented...I would highly recommend actually Matt Mochary's CEO Curriculum. You can find it by Googling it, or I can share the link with you. And within his curriculum, he has something called The Magic Questions. And the magic questions it's like five or six questions where you ask everyone on your team, like, how would they rate their life at work? How would they rate working with the team? How's their personal life going? Like, you know, questions that you can quickly get to the root of something. But then, aside from giving a rating for each of those questions, it asks like, "How would you take it to the next level?" And what I think implementing these questions has done is it's like each time we do it, it gives the leadership team something to act on of like, "Hey, I noticed a theme amongst the employees with this set of magic questions. Like, here are some things we can address to improve that for everyone." And then there are also opportunities with each individual to say, "Hey, manager of this person, so and so called out that they're really struggling with prioritization this month, or they're really struggling with being split on these two projects. How can we help relieve that, or how can we dig in with that person so that the next time we ask these questions, that's not still an issue and that we've been able to take swift action to help improve that?" I think that really helps to just stay close to what people are feeling and thinking. And it also gives people, I think, more self-awareness of how they're doing and what they can be intentional about and address for themselves as well. VICTORIA: I like that. I'll have to look up that book and share it in our show notes as well and -- LAUREN: It's actually even all online. It's like a Google Doc you can look at. VICTORIA: That's awesome. LAUREN: And there's also a book called The Great CEO Within by Matt Mochary. But I love the book and the Google Doc version. VICTORIA: That's awesome. And it sounds like you really pulled everything together so fast. [laughs] I'm curious about your background if you feel like there were...you mentioned that you pitched inwardly to Uber. But what else about your background kind of lends you to this leadership-founder skill set? LAUREN: I mean, I joined Uber in 2013 when we had, I think, fewer than 200 employees, and we were in about 12 cities. So I very much knew startup life. And I understood this idea of sort of building the plane while you're flying it and saw that. And so I think that certainly has contributed to this. It's important when you're a founder to surround yourself with other founders and to have people that you can tap into at any point. I'm in a few different Slack groups with different founders; some are healthcare founders, some women founders, some through the VCs that we've worked with where it's really easy to say, "Hey, which payroll tool are you using?" Or "Hey, like, how do I measure employee NPS?" Or "What tools are you using for this or that?" And if you can tap into other founders, you really can move a lot faster. You don't have to write your entire employee handbook from scratch because you can borrow from other people. I think that's one of the best hacks that I would recommend. And then some of these books that I found that really do, you know, within that Matt Mochary book, it's like, here's a way to make candidate offers. Obviously, the book isn't doing the work for you, but it certainly is helping to give you a framework. And then the other piece is like, aside from your own team, I think bringing in some advisors who you trust and can go to for certain things. So two of our advisors are people I worked incredibly closely with at Uber and would trust with my life and so why not trust them with my company? So bringing them into the mix has been a real relief. And then just sort of about your community. I think it takes a village to raise...I think, actually, I would compare launching a company to having a baby. So if having a baby takes a village, so does launching a company. VICTORIA: Right. Or no founder is an island. [laughs] LAUREN: Yeah, exactly. VICTORIA: There's like a community, a whole group around that. I've heard, even in the episodes I've recorded, that it's a common theme among successful founders, which is heartwarming and understandable. So last question about just how it all got started. But if you could travel back in time to when you first decided you wanted to go after this opportunity, what advice would you give yourself now that you have all your present knowledge? LAUREN: I say this even to our intended parents who are grappling with this decision of using an egg donor to have a baby: remain steadfast on the vision or the end goal and be flexible on the how. So if you're an intended parent, it's like, remain flexible, like, steadfast on this idea that you want to become a parent, but be flexible on the how. With a company, I think stay true to what that ultimate vision is. So, for us, it's like help more people have babies on their own timeline and be flexible on the how, so exactly what our business model was, or exactly what our go-to-market approach would be, or exactly which product we were going to use to get there. I wish I had been a little bit more open to it being a winding road than I realized I needed to be at the beginning. So now I know that, and I'm open to any possibility as long as it gets us to the same place. VICTORIA: Right, gotcha. Yeah, well, let me ask you then about your go-to-market strategy since you mentioned it. What was unique in your strategy there, especially to target the specific consumers that you want to with this app? LAUREN: So I did follow a bit of an Uber approach, which is this idea of a soft launch. And the reason for that...so basically what we did was for the Freeze by Co side of our business, so for women who are interested in freezing, they have the option to join our split program where they donate half to intended parents and do it for free. Or they can join our Keep Program, where they freeze their eggs but keep 100% of the eggs for themselves. And we help do that along the way. However, basically, we couldn't launch Family by Co to help people find donors until we had donors. So it made sense to launch the Freeze by Co side of our business first. And I wanted the ability to market to them when we didn't have the eyes of the whole industry on us, or we didn't have tons and tons of consumers reading our press or things like that just yet. And so by soft launching with a quick beta Squarespace page, we were able to test our hypothesis, test our messaging, test our funnel, test our experience before really putting a ton of marketing spend behind it or having a ton of visibility into what we were doing. And I'm so, so grateful we did that. It led us, like, we went through probably five different versions of our funnel before we got to our public launch, and our soft launch really afforded us the opportunity to do that. So by the time we turned on the Family by Co side of our business, we already had over 50 donors on day one for them because we had already gotten these women through the funnel. VICTORIA: I love that. And that's something we talk a lot about with founders at thoughtbot is that idea of validating your product, and you talked about it with your Instagram poll that you did with influencers. And the way you're talking about your go-to-market strategy is that you wanted to make sure that even though you knew this is what you wanted to do, that you had the right approach and that you could create something that consumers actually wanted to buy and had trust in. LAUREN: Mm-hmm, totally. VICTORIA: You launched in October 2022. Are there any results post-launch that surprised you? LAUREN: I feel so grateful that our launch truly exceeded my expectations. So the interest from women in our programs has been overwhelming, like overwhelming in a good way. And then intended parents are thrilled about it. So we are making matches every day of these intended parents and these donors. And every time we make a match, I'm like, oh my God, it feels like Christmas morning. You're helping people find their path towards growing their family, and there's nothing that feels better than that. I don't think that feeling is ever going to go away, so I'm thrilled about it. But it doesn't mean that it's not hard. I think back to that analogy of like having a baby, you know, you launch this company. You hope it's received. You count ten fingers, ten toes, hope that it's received, hope that it's received. It is, but then you have the demand, and you have inbound on partnership opportunities, and you have managing the demand and handling the leads and things like that. And it's like so much more than you expect. It's like the same feeling of having a newborn of, like, [gasps] how are we going to do all this? Am I going to stay up all night to manage this? Or how do we handle what we're seeing? And so it's a lot, and figuring out what this new normal is is something that my team and I are working through every day. VICTORIA: What's wonderful is that the surprise feels even better than you thought it would. [laughs] LAUREN: Yes. VICTORIA: Wonderful. For myself, as I'm in my 30s and I'm married and, you know, I'm not thinking it about at some point in the future. But what advice do you think you want women to think about regarding their fertility at any age, like if you could talk to consumers directly like you are now? [laughs] LAUREN: Totally. Just that it's never too soon to ask those questions. And the information you need and should want is like inside your body but ready to be shared with you. So by having a consult with a fertility clinic, and that's something my team could help you with, you can learn about your prospects for having a baby and understanding how fertile you are. And just because, you know, they say, "Oh, as long as you're under a certain age, you shouldn't have a problem," doesn't mean that that's the case. One of my co-founders was 28 when she started trying to conceive and was completely blindsided that this was going to be a real struggle for her, and that breaks my heart. It doesn't need to be like that. If we're more proactive and we start asking these questions younger, then we can actually do something about it. So your fertility is really about your egg quantity and your egg quality, and both of those things are things that can be tested and measured. And I think I'm someone who loves data. And having that data, I think, can help enable you to make decisions about how you can best move forward, and for some, it might mean having a baby soon. For others, it might mean freezing your eggs. For others, it might be a waiting scenario. But that's something that you can make a more informed decision about if you have that data. VICTORIA: That makes a lot of sense. And I'll be sharing this episode with all of my friends and everything on Instagram as well. LAUREN: [laughs] VICTORIA: Great information to put out there. And what's on the horizon for you? What are the big challenges that you see coming up for Cofertility in the next months or year? LAUREN: I think really like scale is what we're focused on. So we've started making matches; it feels great. I want us to be prepared to do those at scale. We are seeing no slowdown in terms of people who are interested in this. And so, making sure that our team is ready and able to handle that demand is my absolute top priority. So I think scale is top of mind. I think making sure we're optimizing our experience for that is really important. So how do we make sure that everyone is having a magical, smooth experience, both through our digital experience but also if they're on the phone with someone from our team or if they're reading our materials at the fertility clinic? Like, how do we ensure that that's a great experience all around? VICTORIA: Right, that makes sense. And right now, is Cofertility specific to a certain location, or is it nationwide? LAUREN: Nationwide throughout the U.S. VICTORIA: Wonderful. And you yourself are based in California, right? LAUREN: Yes, I'm based in Los Angeles. And our team is fully remote, which has been a really exciting thing to do. We're in different time zones and have a lot of opportunity to visit people in different cities, which is nice. VICTORIA: Oh, that's great, yeah. How do you help build that culture remotely with a brand-new team? LAUREN: So, for us, I think we're very intentional about having team off sites at least twice a year. We also get together for different things like planning meetings or conferences that are really relevant to us. But I think part of it, too, is really around different touchpoints throughout the day. And we have a daily stand-up. We also are clear about which hours everyone sort of overlaps based on their time zones and making sure that people are available during those windows and then giving everyone flexibility otherwise in terms of when it makes the most sense to do their work, not being too prescriptive. And really, again, encouraging people to have a life outside work, I think, makes it so that we get the best out of our team. VICTORIA: Right, that makes a lot of sense. Yeah, we've got similar...at thoughtbot, we have in-person meetups once or twice a year and then go to different conferences and things together. And I think some people do miss a little bit of the office experience, but for the most part, everyone is happy to put it that way. [laughs] LAUREN: Yeah, it's definitely...I think for sure it has its pros and cons. I think what I love about it is that we're not limited with talent. Our team truly, like, [laughs] we have people...we have someone in Oakland, someone in Miami, someone in Charleston, someone in Boston, someone in New York City. Like, the fact that we're not limited because of geography feels great. And I admittedly really love the ability to see my daughter throughout the day and feel like I don't have to stress over how much time I'm spending commuting. So I can't see myself ever going back. VICTORIA: That's right, and LA is certainly a place to have a long commute. [laughter] And have you gotten any benefit out of local networking and community around Los Angeles or Southern California? LAUREN: Yes, absolutely. Even this Friday night, I'm going to a female founder dinner. I have something coming up in a couple of weeks with this group of women's health founders that I really love. It's so, so valuable to have people in your network that are both local and get the life that you're living while you're doing it. I think having people understand why your life is the way it is while you're building a company is really quite nice. So there are founder communities everywhere but seeking those out early is definitely helpful. VICTORIA: And then if you have a remote team, then each team member can have that local community, so you're 10x-ing. [laughs] LAUREN: Completely. VICTORIA: Yeah, wonderful. Is there anything else, anything that you think I should have asked you that I haven't asked yet? LAUREN: No. I think one thing I would encourage is when you're trying to figure out your go-to-market approach, what the strategy is going to be. I'm a big fan of getting everything really in slides. Get it in slides and bring in some people you trust. Talk to your advisors, talk to your investors, talk to your co-founders or your team and say, "Hey, these are the three ways this could go. Here are pros and cons of each one," and making a decision that way. I think when we try to do it where it's like all in someone's head, and you're not getting it out on paper with pros and cons, it can feel like a really, really hard decision. But when you see things on paper, and you're able to get the opinion of people you trust, everything is able to come to fruition much more quickly, and you can get to a decision faster. VICTORIA: Right. So you're probably really buzzing with ideas early on and finding ways to communicate those and get it so that you can practice talking about it to somebody else. Makes sense. LAUREN: Yeah. It's like, how do you socialize it? That's a great way to do it. VICTORIA: Yeah, well, wonderful. This has been a really enjoyable conversation. I appreciate you coming on the show so much, and thank you for sharing all about Cofertility with us. Any other final takeaways for our listeners? LAUREN: Thanks so much for having me. If you're interested at all in what we're doing or it would be helpful to connect, our website is cofertility.com. You can find me on Instagram at @laurenmakler, L-A-U-R-E-N-M-A-K-L-E-R. Happy to chat really about anything as it relates to building a company, or your fertility, or just questions you have in general. I would love to chat. VICTORIA: Thank you so much. And you can subscribe to the show and find notes along with a complete transcript for this episode at giantrobots.fm. If you have questions or comments, email us at hosts@giantrobots.fm. And you can find me on Twitter @victori_ousg. This podcast is brought to you by thoughtbot and produced and edited by Mandy Moore. Thank you for listening, and 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.

Caitlin Donovan (Global Head of Uber Health) joins the show to discuss Uber's push into the healthcare industry.This episode is part of our "CareTalk @ HLTH 2022" interview series. You can listen to the rest of our interviews from HLTH 2022 on your favorite streaming service, or by going to www.caretalkpodcast.com.ABOUT CARETALKCareTalk is a weekly podcast that provides an incisive, no B.S. view of the US healthcare industry. Join co-hosts John Driscoll (President U.S. Healthcare and EVP, Walgreens Boots Alliance) and David Williams (President, Health Business Group) as they debate the latest in US healthcare news, business and policy.GET IN TOUCHBecome a CareTalk sponsorGuest appearance requestsVisit us on the webFOLLOW CARETALKSpotifyApple PodcastsGoogle PodcastsFollow us on LinkedIn#hlth #hlth2022 #caretalk #healthcare 

Caitlin Donovan, Global Head of Uber Health, and Jacob Laufer, COO of Shiftmed, discuss the implications of more care moving outside the hospital, the role of transportation in driving retention among providers, and the way complementary, tech-enabled solutions can combine forces to solve healthcare's most pressing challenges.

Friends, Many of us think of Uber as simply a much more convenient and comfortable alternative to taxi cabs, or as another great app on our smartphones. Underlying that reality ...

Many years ago, Dan Trigub's parents came to the US from the city of Odesa in what's now Ukraine. They settled in New Jersey, but his grandmother lived by herself in Queens. And Dan's experience being her caretaker and connection to the outside world helped create his career. Today, Dan is the CEO and Co-Founder of MedArrive. There, he works to help vulnerable patients get essential care in their homes. He's also worked at Uber Health and Lyft, and has a lot of interesting things to say about the industry he's spent more than 15 years in. Do you have any thoughts? Please email us at hello@rosenmaninstitute.org. We post new episodes every Monday. “The Health Technology Podcast” is produced by Herminio Neto, hosted by Christine Winoto, and engineered by Andrew John Rojek.

Meet Dan Trigub:Dan Trigub is the Co-founder and CEO of MedArrive. Previously, he was GM and Head of Uber Health as well as the Regional Vice President of Healthcare Partnerships for Lyft. Dan was the Global Business Development Lead for eBay. He also co-founded OpenPlacement. Dan received a Bachelor's in Economics from Vassar College. Key Insights:Billions of dollars of care services will move of hospitals into the home in the next few years. MedArrive is bringing high quality clinical care directly to patients through telehealth and home-visits.  Building the Team. For Dan, ideas are a dime a dozen. He would rather have a mediocre idea and a world class team over the inverse. Additionally, MedArrive is remote. Dan points out that they can hire better talent, because they can select from a larger pool of applicants. Even though the team is remote, there is still a sense of shared mission and culture. Care at Home. MedArrive brings clinical care into the home. Specifically, their providers are emergency medical service professionals that treat high ER utilizers covered by value-based payers such as managed Medicaid plans, Medicare Advantage, or ACOs. 3 Ts and 3 Ps. TTT stands for “things take time.”Founding in healthcare takes a long time, you have to be in it for the mission. PPP stands for “people, people, people.” It's important to have the right people on the team, and you can never over-invest in your people. This episode is hosted by Lynne Chou O'Keefe. She is a member of the Advisory Council for Day Zero and is the Founder and Managing Partner of Define Ventures. Relevant Links:Learn more about MedArriveFollow Dan on Twitter

What if you didn't have to drive around packed parking lots looking for a space at hospitals because you were dropped off by a vehicle dispatched by Uber Health? And what if the cost of that trip was seamlessly woven into your insurance plan or through your healthcare provider? Well, your car may be waiting. Uber Health's Caitlin Donovan has a Big Answer for Big Questions.

Dr Michael Cantor studied both Law and Medicine at the University of Illinois, before completing his Residency at Harvard Medical School's Beth Israel Hospital. He is a Geriatrician and has a very interesting career, being the Chief Medical Officer of both Uber Health and Intuition Robotics. We talk about Uber's role in the future of healthcare, the gig economy and hardcore free market economics applied to patients and why it's so important for doctors to be in the driving seat as leaders — not just passive observers. I hope you enjoy. You can find me on Twitter @MustafaSultan and subscribe to my newsletter on www.musty.io

  The Friday Five for January 28, 2022: January 2022 Fed Meeting Recap CVS Health & Uber Health Team Up Cigna Study on Telehealth Government N-95 Mask Program Employee Happiness & Retention Register for your FREE RitterIM.com account   Mentioned in this episode:   CVS Health and Uber Health collaborate to advance health equity in communities nationwide CVS Health and Uber Health partner on free medical transportation to reduce barriers to care CVS Health Zones Convenient, Cost-Effective, and High-Quality Virtual Care Is Here To Stay Does Virtual Care Save Money? (PDF Download) Everything Coming to Netflix, Disney+, HBO Max & Other Major Streaming Services in February 2022 FOMC: Meeting calendars, statements, and minutes (2017-2022) Fed plans to raise rates starting in March to cool inflation Free N95 masks are arriving at pharmacies and grocery stores. Here's how to get yours Free N95 masks roll out at pharmacies like CVS and Walgreens this week: here's how to get yours Many stores expect to offer free government-issued N95 masks this week The Fed, citing high inflation and a strong job market, signals rate increase ‘soon.'   More episodes you'll like:   January 21, 2022 | The Friday Five 4 Myths About Dual-Eligible Special Needs Plan (D-SNP) Sales 8 Reasons Why Medicare Agents Should Sell ACA Plans How to Sell Hospital Indemnity Plans and Combat Health Care Costs Why Young Professionals Should Consider Becoming Insurance Agents   Articles to Share with Your Clients:   Is Being a Snowbird for You? What You Should Know The Difference of Cooking with Fresh and Dry Herbs The Mental Health Benefits of Exercise   Ritter Insurance Marketing eBooks & Guides:   Developing an Agency – Your Guide to Getting Started Modern Medicare Marketing for Today's Agents The Complete Guide to Client Loyalty and Retention   The latest from Ritter's Blog:   Why Young Professionals Should Consider Becoming Insurance Agents 8 Reasons Why Medicare Agents Should Sell ACA Plans The Part D SEP Triggers That Can Help You Post-AEP   Subscribe & Follow:   Apple Podcasts Google Podcasts Overcast Podbean Spotify Stitcher   Connect on social:   Facebook LinkedIn Twitter YouTube Instagram TikTok Sarah's LinkedIn Sarah's Instagram  

Caitlin and Kevin joined us at our first ever live All-Star event to share how mobility and speed are changing the way healthcare is accessed and delivered.

Hey guys! In this week's episode: Uber partners up with healthcare startups for fast medication delivery while Didi, the Chinese answer to Uber, is pressed by the government because of data security concerns. And DBS bank wants to make banking invisible in our daily lives. Enjoy!

Caitlin Donovan is the Global Head of Uber Health. In this role, she's responsible for figuring out how to fix logistical issues in health care. Caitlin begins by sharing why she's so inspired by her role at Uber Health. Coming from a variety of health care executive roles, Caitlin observed that all too often what goes wrong in patient care isn't clinical—it's what happens when they aren't in front of their provider. Maybe they don't have transportation to an appointment, their prescription didn't arrive or they don't have access to the food they need. At Uber Health, Caitlin focuses on connecting the dots through data and analytics to solve these challenges. Much of what she does is aimed at helping population health experts address social determinants of health. Uber Health started in 2018 with a focus on providing a HIPPA-secure delivery platform to improve access to care and benefit patient populations. The platform uses data and predictive analytics to intervene earlier to ensure that patients get the care they need by allowing population health case managers to securely order services for patients. This approach improves compliance to patient care plans by solving logistical problems before they derail care. Finally, Caitlin shares her thoughts on the biggest health care challenges that Uber Health will tackle next.  

La Dra. Claribel Cruz es un médico de atención primaria en el Centro Médico Exclusivo Para Personas Mayores. Como doctora ella ayuda a los pacientes a vivir años dorados felices y saludables. En el mes de Junio van a abrir un Centro nuevo en el área de Town ‘n' Country en Anderson Road para atender a la población hispana. Dr. Cruz estará a cargo del nuevo centro. El centro tiene una asociación con Uber Health. A través de esta asociación, los pacientes pueden ser conducidos hacia y desde sus citas en un carro privado. No tener transporte nunca será una razón para no ver a un médico. Este es un servicio muy necesario entre la población de la tercera edad. El centro ofrece una variedad de servicios, como radiología, podología, análisis de sangre, y trabajadora social. El objetivo es ofrecer la mayor de servicios internos, y así nuestros pacientes se sienten más cómodos, menos estresados y confundidos.  Ella se une con Rosie para hablar sobre los factores de las enfermedades cardíacas y los consejos de prevención.  Los factores de riesgo asociados con las enfermedades cardíacas incluyen, entre otros, la obesidad, la presión arterial alta o el colesterol alto, la diabetes y el consumo excesivo de alcohol. Tomar decisiones de estilo de vida saludable como comer una dieta balanceada, dejar de fumar, hacer ejercicio, controlar los niveles de colesterol y presión arterial, y si es diabetico, asegurarse de que sus niveles de azúcar en la sangre están bajo control puede ayudar a prevenir enfermedades cardíacas.   #DedicatedSeniorMedicalCenter #HeartDisease  #EnfermedadDelCorazón #Prevention #prevención #HealthyWeight  #PesoSaludable #BalancedDiet  #DietaSaludable #QuitSmoking  #DejarDeFumar #Exercise  #Ejercicio #cholesterol  #Colesterol #BloodPressure  #PresiónArterial #Diabetes   Claribel Cruz MD Website  │  LinkedIn  │ DocSpot  │  Doximity

In our fifth Take 5 for Privacy podcast episode, Shannon Yavorsky talks with Kezia Cook-Robinson, Head of Compliance and Privacy Officer at Uber Health.

533 milhões de dados vazam de usuários do Facebook, saiba se o seu também foi!A nova parceria da Uber Health para entrega de medicamentos e conheça as 20 indústrias farmacêutica por receita global segundo a Fierce Pharma.Todas as segundas, Tomou?

Jon Moore, Chief Risk Officer and Senior Vice President of Consulting Services, Clearwater, speaks with Kezia Cook Robinson, Compliance and Privacy Officer, Uber Health, about building a strong HIPAA compliance and data privacy program for health care entities and business associates. The speakers discuss how Uber technology addresses social determinants of health, such as transportation issues. They also talk about the cybersecurity and risk management standards that business associates face and best practices for designing effective compliance programs, covered entities’ expectations of vendors, and HHS Office for Civil Rights enforcement. Sponsored by Clearwater.

Today on Health in 2 Point 00, we've got quite a diverse set of companies to cover. MedArrive, which is Dan Trigub's company – the former CEO of Uber Health – raises $4.5 million. Jess also asks Matthew about PointClickCare acquiring Collective Medical, connecting data from EMRs in the acute care space into their long term care solution (I interviewed both CEOs on THCB Spotlights here). Consejo Sano quietly raised $17.1 million for their patient engagement and communication solution for the Hispanic community, and FOLX Health raises $4.4 million to provide care to LGBTQIA+ folks.

Dan Trigub, former head of Uber Health who left on Sept. 8 to start his own healthcare company, returns to The MM+M Podcast to discuss his new firm, MedArrive, which is working to bring care into the home and is being funded/incubated by Redesign Health. Dan also offers his “state of the state” on the non-emergency medical transportation (NEMT) business.

While coronavirus is extremely deadly, people are still suffering from other serious medical ailments. The Community Health Alliance is now working with Uber Health so the most vulnerable patients in Washoe County can be taken for free to their own vital medical appointments. In this podcast episode, Scott King attends a recent relaunch of CHA with a new CEO, Reno councilman Oscar Delgado.

In this episode of The Pulse Podcast, Sandy interviews Dan Trigub, Head of Uber Health, the technology giant Uber’s bid on the multi-billion dollar non-emergency medical transportation (NEMT) market. Uber Health’s goal is to increase access to transportation to reduce patient no-shows, recapturing lost revenue and helping underserved populations manage their care plans. Uber has over 1,000 partnerships across the healthcare landscape, including hospitals such as BayCare Health System, Boston Medical Center, MedStar Health and the Cleveland Clinic — along with 27,000+ systems that use Cerner’s EHR through Uber Health’s October 2019 integration with the IT platform. Before Uber, Dan spent time at Lyft as Regional VP of Strategic Partnerships focused on healthcare, eBay in Business Development, and founded several companies including OpenPlacement, a care coordination platform allowing hospital professionals to connect with post-acute care providers for their patients at the moment of discharge.

In this mini episode of the podcast recorded at HLTH in Las Vegas, Marc Iskowitz sits down with Dan Trigub, head of Uber Health, about the company's session, its just-announced EHR deal with Cerner, ride-sharing's place in the ongoing evolution of social care, and what he's gleaned over the first two days of the conference.

A few years ago, many would have considered ride-hailing and health care apples and oranges. But today, they’re more like peanut butter and jelly, with companies such as Uber and Lyft rolling out health care divisions of their own. In this episode of Disrupt, you’ll hear from the head of one of those divisions: Dan Trigub. He came to Uber Health in December following a 2-year stint at Lyft -- and with a background in home care. Trigub recently connected with HHCN to discuss where home-based care fits into the picture, as well as how that picture is evolving. Listen to this episode of Disrupt to learn: - What Uber is looking for in home-based care partners - Where Medicare Advantage comes into play - Which in-home care partnerships Trigub is most excited about - … and much more!

Guest: Max Crowley - Former General Manager, Uber for Business @Uber, Employee #25 @Uber Guest Background: Max Crowley joined Uber in August 2011 as employee #25 (Uber has now launched in over 500 cities, and 75 countries globally; IPO in May 2019, $84B Valuation) During his time, Max launched and built two large businesses for Uber. His first role consisted of launching and building out Uber's business in his hometown of Chicago (Uber's 4th market). As Uber grew Max managed the entire Midwest Team of Marketing Managers and was responsible for hiring in the region. In 2014, Max relocated to San Francisco to work directly for Uber's Chief Business Officer. Along with a small team of engineers, Max spearheaded and launched Uber's first B2B Enterprise group, Uber for Business. There are now over 150+ people working on these teams globally and Uber have 75,000+ companies actively using our platform. Max has since left Uber - he is no longer associated with the company, and he does not speak for Uber Max currently lives in New York City, and he's an active world traveller, and Angel & early stage Investor  Guest Links: LinkedIn | Twitter Episode Summary: In this episode, we cover: - Uber: Launching New Markets at Record Frequency & Speed - Building Marketplaces - Early Days Best Practices - Creating B2B Businesses on B2C Platforms - Tips for Hiring at Hypergrowth Speed and Scale Full Interview Transcript: Naber:  Hello friends around the world. My name is Brandon Naber. Welcome to The Naberhood, where we have switched on, fun discussions with some of the most brilliant, successful, experienced, talented and highly skilled Sales and Marketing minds on the planet, from the world's fastest-growing companies. Enjoy! Naber:  Hey everybody. We've got Max Crowley on the show today. Max joined Uber in August, 2011 at employee #25 at the company. Uber has now launched over 500 cities and 75 countries globally. They IPO'd in May, 2019, and they have a valuation of $84 billion. During his time at Uber, Max launched and built two large businesses for them. His first role consisted of launching and building up Uber's business in his hometown of Chicago, Uber's fourth market. As Uber grew, Max managed the entire Midwest team of Marketing Managers and was responsible for hiring in the region. In 2014 Max relocated to San Francisco to work directly for Uber's Chief Business Officer. Along with a small team of engineers, Max spearheaded and launched Uber's first B2B enterprise group, Uber for Business. There are now 150+ people working on these teams globally, and Uber has over 75,000 companies actively using the platform. Max has since left Uber. He is no longer associated with the company and he does not speak for Uber. Max currently lives in New York City. He's an active world traveler, and he's an active angel and early stage investor. Here we go. Naber:  Max Crowley, good to have you on the show. How are you my friend. Max Crowley:    I am great. Thanks so much for having me. Naber:  Yeah, no worries. Thanks for coming on. I mean, the pleasure's on this side of of the table, of the desk, all of this side of of the ocean. e Max Crowley:    Exactly. I was going to say that side of the the pond, or whatever... Naber:  Ha, that's right, the massive Pacific Coast pond. You are in New York City right now? Max Crowley:    I am in New York City. I'm in a WeWork in Soho, Tribeca area. Naber:  Nice one. And you live around the area? Max Crowley:    I do, I do. I mean, I've been in Manhattan since November. So going on seven, eight months in New York. Naber:  Nice! So, I said that I didn't know that...you and I have talked for years, and I know exactly on your life. But everyone does. So, what's your favourite part about living in New York so far? Max Crowley:    The energy. I had a friend the other day describe it as, you could be sitting at your desk, and you need a pick me up. And literally in New York you just walk outside and it's just, it just hits you. And there's people...it can be any time of day, there's people everywhere doing everything possible. It's completely diverse. All walks of life, doing all walks of every possible profession, thing. It's the best. And so for me, it's a little bit of like feeding the beast. I mean I just sort of drink from the fire hose that is New York. So yeah, I love it. Naber:  You being the beast. Nice one. And we'll talk about...I want to talk about your personal journey. So we'll get into how you got to New York because you've been in a few different major markets. You've been all over the world, with both some of your traveling and for work as well. So, why don't we start there? Why don't we start with some personal stuff. And I want to go all the way back. I want to know Max J Crowley as a kiddo, for a few minutes. So could you give us maybe, five minutes, it's going to be longer than that, a little spoiler. I'm going to ask the questions, but it'll be longer than that. But could you give us five minutes on what it was being a kid is Max Crowley, what you were growing up, and then walk us through your childhood? Max Crowley:    Yeah. Well I was a total pain in the ass kid. So what it was like Max Crowley, and what it was like being my parents. So I'm from Park Ridge, Illinois. So literally grew up five minutes from O'Hare airport, about 20 minutes from downtown Chicago. So just on just on the edge of Chicago. Sort of a city vibe, but suburban vibe at the same time. Definitely sheltered community in some ways. Right on the edge of the city, but the first sort of suburb. And my parents scrapped and everything else to get us to that town, which was sort of a feat I think in their minds. And my mom didn't go to college. My Dad went to college...I think. My grandparents were blue collar people, south side, west side of Chicago. And so, I think my parents were definitely the first to push us to the next level. And everything was about my sister and I. Everything was about..Everything they could do to make us great and make us better than them. Just to an insane degree. I mean, the fact that my parents still have a mortgage on their house, and they bought it in 1983. It's basically, they just pulled money out of this thing for 30+ years, so we could go on a yearly vacation, and I could go to college, and my sister could go to college...And I probably had half of my tuition, paid off by them, so I didn't have that bad of loans coming out. My sister wanted to be a teacher, and that enabled her to be able to do that, but I'm having crazy amounts and so on. So I mean, truly a team. When I think my family unit, truly was a team effort of like, alright, we came from this...My grandfather through my mom out at 17. She was like...no college, basically no backing. I mean, my grandmother was great. She was pretty much out on her own, got sales jobs, just built an awesome career for herself, in a lot of ways. Then she quit to raise us. And just, again, it's this team family unit of, alright, let's pack together. We're going to have fun, we're going to do this. But let's see where we can take this thing. And it's at least, sort of the view that I've had of it. Super lucky, I've had some success by the time I'm 32, and been able to give back to them in a huge way. And so, I think, that's at least looking back on my...I can give you some specifics about me as a child, but that's sort of the high level of where I'm from, and in a lot of ways drives me now day in and day out. Max Crowley:    Cool, I love it. Can you tell me what your parents did for work? What your mom did for work before she was raising you guys full time, and what your dad did for work? Naber:  Sales. They met selling. My dad was selling. My dad was working for Tristar Pictures which became Sony Pictures, doing video to video stores, which don't really exist anymore. But even your big brands, we're buying videos direct from these companies, and putting them on shelves, or Blockbuster, or wherever else. My mom did the same thing with records, then it became CD's. So that's how they met. My mom was at CBS records, which became Sony records. My Dad was at, Tristar which became Sony Pictures. And yeah, they met calling on accounts. They're just hustlers, straight hustlers. Naber:  Cool...straight hustlers. When I look at your pics on social, you guys look such a unit together. Such a team. And it's so interesting to hear you describe your family that. It sounds like a less romantic story meeting at work, but usually those are some of the most romantic stories, as to how it actually happened. Do you know how they met? Max Crowley:    Yeah, yeah. I mean, they were working...they were still calling on accounts. I mean, they weren't working for the same company. Just was overlap in similar industries. So, I don't know, who knows. But yeah, we're definitely a unit. I mean, it's funny, when I got my big ,sort of success, professional win, I called my parents, and I was like, we made it! It was like when I watch the NBA draft, or whatever. That's how I felt, so it's just kind of funny. Naber:  Oh, that's awesome. I love it. Cool stories so far with the family unit. Now, what about Max as a kid? What was Max like? What was your personality? What was the things you were interested in? Max Crowley:    Disrupter, total pain in the ass, class clown. Had to be the center of attention - was Santa in the school play in first grade. I was always in trouble for running my mouth. Had a million detentions for insubordination. And then, I was not a great athlete, and I did plays, and musicals, and sang and things that. Which I don't ever talk about...Then to the point that I actually got thrown out of the senior year of musical for being a pain in the ass, which I can't imagine many people have been thrown out of a musical in high school, but I take that honor. Naber:  Yeah, no, that's both impressive, and probably needs a very short story behind it. How in the world you get thrown out of a musical that you're putting on? Especially as a senior - they're like, oh, this is, this guy's last shot, he's gonna have a good time...Nope, not Max. Max Crowley:    It's interesting, and a badge of honor. Then also completely embarrassing and ridiculous. I mean, there's no great story there. It was more just me, I was always pushing. I'm always pushing the envelope. I live on the edge. It's one of the things that I do, for better or for worse, which is a lot of the things about myself I think. And yeah, that has translated to the rest of my life. I think it's funny, as you get older you start to be able to go back and parse through things that happened to you. And there are things that become good traits later on, and things that you improve on, and whatever else. Naber:  Awesome. Were you a big sports fan growing up? Chicago sports, Jordan, etc? Max Crowley:    Yeah, year, of course. Yeah. I mean I was in 91-98. Yeah, I mean you grew up anywhere rooting for the Bulls, especially in the city there. Yeah, it was wild. Before we hop into, you being a Hawkeye - what was your star performance in a musical or in a play? Max Crowley:    A Little Shop of Horrors. The Dentist in the Little Shop of Horrors. Great role. I don't know if you've ever seen Little Shop of Horrors. I mean, Steve Martin played it in the movie. It's a comedic, fun, sort of villainous character... Naber:  So you graduate from high school, kicked out of your senior play, and you're going straight to University of Iowa. Why University of Iowa? And tell us a little bit about Max at University of Iowa. Max Crowley:    I wanted to go to a Big 10 school, that was just...growing up was the goal. That was sort of, if you do that, again it's sort of arbitrary a lot of ways, but I think if you go to a Big 10 school, that's a huge feat. And so I was looking at schools like Michigan State, Indiana, Iowa, sort of the mid tier, Big 10 schools. And yeah, it ended up being, it was great. Campus was beautiful, school was fine. I think in a lot of ways lucked into majoring in business. I had no idea what I wanted to do. I took classes all over the map. I was not a great student. And yeah, I sort of just did what it took to get by, which lucky enough was able to get me into a Big 10 school. And then when I got there, I didn't know what I was doing. I actually had a really bad first semester sophomore year. I had a couple of D's, it was just a disaster. And yeah, I took a microeconomics class...so I was in a fraternity, and everybody in it was majoring in business. And I had no intentions of majoring in business when I went to school. But something about the camaraderie with the group and starting to actually own some pieces of the fraternity...I was the kitchen manager, and I was managing getting everybody meals every day, and getting supplies in the closet. Then I became the social chair, there's managing the books behind that, was throwing parties all the time. So you had to think about how much does it cost to throw a party? How can you make money? You sort of get a feel for the fraternity, and work in a group, working in a unit. You've got, like, nine people that lead the fraternity, and it's the first time I'm in meetings and what not. And look, growing up, definitely sort of natural leader...I was the only youth on our Minister Search Committee at my church growing up. So just some random stuff that where, again, you sort of go back and think about your life, and I can't believe I did that. But obviously adults saw something in me that, that they appreciated even when I was bouncing off the walls, or whatever else. Half the time making them angry, and half the time, you know, ideally or hopefully, someone saw something in me and tried to pull it out. I mean, looking back at my life, those were the best people. The people that saw through the craziness, and we're like, all right, there's something with this kid. Let's help get him to the next level. Anyways, at school, when I was in my fraternity, we started to do more formal leadership stuff, and maybe my brain started to see that more, or it was more obvious - like, oh wait, this is a little business. We've taken dues, you have budgeting, my best friend was the treasurer. We're jamming all the time on how to spend money most efficiently. How to push it to make the formal the best formal we've ever had. And then I took a micro economics class, and then it was, I just, why would I not do this? And then I started to get competitive too, in that - wait, all these other people around me are majoring in business. If they're doing it and are going to get better jobs, or whatever else, well I'm going to do it. And yeah, I think it was one of the best things to happen to me. Even though, you learn whatever you learn, I don't think majors matter. For me, it was more about, putting me on the right sort of trajectory where I started to professionalize a bit. And so, I think up to that point, I had no reason to care about being a professional. And then I started to think, all right, what is the next level of this? And I was the Monster Energy drink rep on campus. I had a thousand cans of monster every month, and they paid me 200 bucks, and I had to throw events or whatever and pass those out. Was waiting tables, was doing all these things. And I think especially looking back now, I started to see this scrappiness, hustler, doer, maker. And I just never thought you could do any of that stuff professionally, and be successful. But that was sort of the beginning stages of me piecing these things together. And again, before I even knew what I was doing. And I had grown up carrying golf bags, I mean that was caddying at 13 carrying golf bags all summer. Always sort of hustling, making money, selling stuff on Ebay. But yeah, you're sort of doing it to get by, growing up. And then as you get older and you start to have, a little bit more of a outside the box, outside of your head mind space, you can think about things. That was when I started to just sort of get my mojo, and it started to become clear - wait, you can piece these things together into a thing. And so anyways, I ended up majoring in business, and graduated in four years, on time, finance degree, and set me up for whatever I was going to do next. Naber:  Awesome. I mean it's amazing how some people...it takes years and years and years to become an overnight success. And you and I, in our personal networks and professional-personal networks, have a lot of examples of that. And you're one of those examples of that in my life. But when you do retrospect on those individuals, and you profile those individuals, talk to them enough, you realize that they have that in them from a young person. The hustle, the entrepreneurial spirit, the scrappiness, the making cash, the energy behind all of that, the ambition. And you're one of those profiles that it sounds like, just looking back, you probably think to yourself, oh, I guess that kind of makes sense why I became the adult human that I am right now, and the place you are professionally. Max Crowley:    Yeah, I mean, I preferred to college tailgate where I set it up...We rented a house near the football game, paid off the owner, collected 50 bucks at the door, pre-bought beer, sold tickets at the front, made quick thousand bucks, then going to the football game. Like, that was a much better Saturday to me than getting drunk and going to the football game. Yeah, I think at the time...It seems obvious,yeah, when you started to go back and look at these things, it's funny thinking about it. I mean, fast forward to when I started Uber, it was like wait, these are all...the scrappiness was something that was sort of an ethos, that was sort of naturally in me, and just something you don't really think about. Naber:  Ha, absolutely. And you still have drinks and went to the football game, but you just do a thousand bucks in your pocket. Most people, most people that are you did both - had drinks, went to the football game, and then also made some cash. So, you did monster energy for a couple of years. You also said you waited tables, you're social chair in your Frat. You were also with the Krause Fund at University of Iowa. Tell us a little bit about being an equity analyst there, what you did. Max Crowley:    That was part of my finance degree. So, it was one of the last classes you do, where you actually...there's a pool of money that someone had allocated in a fund, and we were basically for a semester equity analysts. So you were looking at a specific sector, you owned a sector with your group. You studied it, and then you decided to either double down on the a couple of companies that you have in that sector, or sell them and replace them with something else. So we had the pharmaceutical sector, and so we went deep on that. But yeah, I think those were the things where, again, it was just parts of this, sort of, becoming more of a professional. And even in that, I think, I saw I was more of the motivating other people to do the work, and how do we professionalize our presentation, and have the best looking presentation, and go up to the group and nail our presentation, and sort of try and stand above the fold that way. So much more of the Marketing sort of showmanship, selling of that element, than the pure work. But that's fine. I mean, that's where, the other people that I was on that project with are two really close friends of mine, and now they're analysts. And they should be, that's what they're great at. I should have been probably more Marketing, or something that. But again, it was before I could have even known what my skills were in, or that you can even match those up. I mean, that's what's so crazy about college. We go way too early. I mean you barely have to know who you are as a human being. let alone know where your skill...how your skills match up to a degree or to a professional career. I was just trying to survive in a lot of ways. Naber:  Nice. It's so interesting. I think one of the things that you do really well, I actually think it's one of the superpowers, that not a lot of people are good at this, especially at a young age, and then turne it into massive, massive success like you have in a really high velocity way, is playing to your strengths. You've done a really, really excellent job across your entire time that I've known you, while you're at Uber, and afterwards, playing to your strengths. So, were going to go to Accenture for a second, then we'll hop into Uber because I've got a bunch of questions around what you were up to at Uber, and some of the roles that you had. And we'll have some fun. So you graduate from, from University of Iowa, you go into Accenture right away. Tell us what you're doing there for a couple minutes. Max Crowley:    Yeah. I mean, I was the only person from Iowa to get a job at Accenture that year. Because I was graduating in 2009, so I got that job in November 2008. Which is when everything was going nuts, in October. So, the stock market '08 was obviously the way it was, but by the fall things were looking really bad. And yeah, they pushed me back a little bit on my start date, but I was able to keep the job. And yeah, again, it was just more about hustling thing, I think, for that, it was more just competitive and maybe even the ego of just, I don't want to not have a job when I graduate and be that person doesn't have one. And the best people I know are out hustling for jobs. So I'm going to try out hustle them. I'm going to go do 50 interviews on campus, and meet every person, and go to the happy hours, and run around, and find anybody that I know at Accenture and ping them. Again, some things that I think we're just more natural to me, but I sort of just hustled my way and got that gig on campus and no one else did, which was just crazy. Naber:  That's a good confidence builder. Max Crowley:    Yeah. Because then you end up at the first day and it's, University of Illinois, which is a way better school than Iowa, Northwestern, Michigan, bunch of top tier East Coast schools, and then me. Naber:  Chip on your shoulder. Max Crowley:    Yeah. And also just, just I can do this. I'm going to always be this guy. I'm always going to be the dumbest guy in the room in some ways. But I'm down for that. They've got the analogy...yeah, chip on my shoulder, I can prove that I can do this. I can prove that me, from where I'm from, where I grew up, Iowa, I'm going to be...I can do this. Naber:  And then what were you doing at Accenture? Can you tell us maybe one, two minutes on what your job was? Max Crowley:    I mean, I was just a consulting analyst. It wasn't glamorous. The people were awesome. My managers were the best. My coworkers were awesome. Yeah, I was not very good at that. I mean, hopefully at this point I never had to go get a job as a systems integration consultant again. But if I do, and someone listens to this, they shouldn't hire me. I was pretty bad. Naber:  It would be ironic if that's your go to in 10 years. Max Crowley:    I get random LinkedIn messages where people are like, hey, we're looking for a systems integrations architect for Oracle, and I'm just like "ughhh". I was the worst. I was at the worst, the worst. I was probably the last employee at Accenture that year. Naber:  All right, so you were a terrible consultant at Accenture, which makes a lot of sense. And then after Accenture, you moved Uber. Your eyes light up, your world changes, and you're there for seven years? Seven years. I mean, there's endless number of stories to be told about what you were doing at Uber. So tell us about making that jump, and then just...I just want you to talk about that journey. What you were doing, projects you're working on, how you were contributing to those projects, what you were good at, what you weren't good at, and we'll go through, maybe each year, if that's okay. One step at a time. So you joined, you're employee #25. You joined in August, 2011. Why do you make the jump, and and what do you hired to do? Max Crowley:    Yeah, I mean, so going back to the Accenture stuff, I was a terrible consultant, to the point where...and again, I just can't say enough about how good the people, how amazing the people were at Accenture. And again, it just comes to this sort of thing in your life where, especially for me, just people just, you know...I'm a handful at times, but the right people just saw through it, and just helped me along the way in such an unbelievable way. I mean, I remember when I left Accenture, my boss sent me a note that was basically just something along the lines of if you put your heart and soul into this thing as much as you did in getting the job, you're going to be wildly more successful than if you were here. Naber:  That's good advice... Max Crowley:    Yeah. And I think just having that support...I just always felt a ton of support from a lot of people along the way. So I was working at Accenture, and I was not very good at it. I didn't love it. I didn't really like it at all. And I was reading about startups all the time, and I would ping CEO's and founders and such, and pretty much universally people would ignore me. And Groupon was really hot at the time in Chicago, and so Chicago had the startup bug a bit. And so, that was going on. I was pinging people, I read about Uber, and I just thought this is going to be...this is super cool, this would be so cool in Chicago. I read that they wanted to launch in Chicago, and just thought that this would be the most insane professional...my job could be to slang this cool car service company in Chicago. Get people in Chicago to use this thing, that would be a dream job. And so I wrote up a really simple business plan - why Chicago, why I would launch it there, tactics for launching there. And I found Travis Kalanick's email on the internet, and I sent it to him. And he ignored me, or he never saw it, he said. So then I Tweeted at the guy that was running New York at the time, and he responded. He only had 300 Twitter followers or something, so I was like all right, this guy might respond to me. And so he responded, and he got me in touch with Ryan Graves, and Ryan and I did a Skype call, and he was three hours late...And I waited on Skype, and we were about halfway through the call, and he just said, I don't think you know what you want to do. I don't think this makes any sense. I wish you the best, you seem like a good guy, but this isn't a thing. And so I was crushed, bummed. I'd spent a couple of weeks trying to get hold of these guys. I finally did, and I blew it. And a couple of weeks went by, and I was at work again, miserable. I was messing around on Twitter, and I stumble on Graves' Twitter profile, and I see he had tweeted, I'm going to be at this bar in Chicago for the next two hours, if anybody wants to come here and talk about Uber. And I was two hours outside the city. I tell my boss and we were working long hours at Accenture. I was like, I got to go. I barrel into the city, go home, change, run to the bar. And she's like, he's gone...but I heard him talking, and I think he might be down the street at this other bar. So I race over there, and he's there. Naber:  What?! Max Crowley:    And him and I, kind of, hit it off. And he's like, I'm so glad that you came, let's do this again soon. So that night or the next morning, whatever it was, I send him a thank you...I don't hear anything. Two weeks go by, I see him Tweet again, I'm in Chicago or whatever. I'm direct messaging him, hey, let's meet up please, please, please. He's like, all right, why don't you do this project for me. Write up every influencer in Chicago that you would get a hold of an how. So I do that. Write up a Marketing plan, do this, write a blog, start blogging personally and give me some set of blog posts. So this is now weeks and weeks and weeks of random things. And I'm doing these projects and would see them randomly. Met the other person they had hired in Chicago. And then one day he's like, I'm in this hotel lobby for the next 30 minutes if you want to come by and talk to me, come here now. Shoot over there, and then...funny enough, I'll never forget it. I rolled in, and he's on his computer, on his MacBook. It's just like, so cool. And I'm like, this is so cool. This could be me. I could be doing this job, versus I'm a consultant. I got all these laptops, I have like five laptops on me. I'm VPN'ing in, got my badge...And so anyways, he again basically says, no - we're taking a risk on you, and all this. So I called my mom and she said, screw this, you're great. You're a star, you've got a nice career ahead of you at Accenture. Flip it on them, tell them that they're the ones that...you're the one taking a risk, and sort of takeaway close a bit. And so she helps him write this email. I send it to him, and he responds 30 seconds later, and says, I'm on the next flight to Chicago, pick a place for dinner. So we met for dinner and it was Alan Penn, who was first hire in Chicago. He, Ryan, and I had a crazy long dinner, it was storming out, we're sweating - it was the middle of the summer. And then at the end of it he's like, we're going to hire you. And away I went. Naber:  I just got the chills, that's a great story. Max Crowley:    So, I mean, it was crazy. And it's crazy because obviously now the thing becomes so successful, and so you don't...and look, all this stuff's luck and timing and everything else. So, but I think, the process...I was in love with what the job was going to be, and I think the process when you can't get a thing, you become even more and more motivated. And Ryan Graves is awesome, and the coolest dude ever. I think that it was also just this bar that I really wanted to reach. And he had hustled and scrapped his way to get the too, which is now a famous story. And in a lot of ways I sort of saw myself in him, and it made me really, really want it. And then, the minute I had it, I mean it was, it was off to the races, it was crazy. Naber:  Awesome. Great Story. Wow. I got the chills twice in that story. It's great. Okay. So you're going full steam into Uber at the time. Is your first project launching Uber Chicago? Max Crowley:    Yeah. So, then basically the next day, it was Allen and I in a coworking space, box of iPhones, yellow pages, calling drivers, getting drivers in the office, basically telling people what a smartphone is. Naber:  Awesome. Keep going dude. Tell us about this process. So what I want to know, and I think what people want to know this...Two things I'd love for you to, while you're going through telling the story, talking about the specifics of what you're doing - like yellow pages, box of iPhones, get down to the specifics, and bring us to the place where you were. Launching new markets is one of the things that I want to talk about because one of Uber's superpowers is launching new markets, doing it really, really well through adversity, all odds, and having it be extremely successful. So when you're launching Uber Chicago, tell us about that process. Walk us through each phase of launching Uber Chicago as you would, launching a market. And then we can talk about Marketing, PR, Biz Dev, Social Media as you were owning those things. Max Crowley:    Yeah, I mean it was really simple. So at the time, Uber was in San Francisco, New York had launched in April. So San Francisco was summer 2010. New York was April, 2011. And then we were August 11, along with Seattle. Seattle actually launched in August. We did a soft launch in August, and we officially launched September 20th. And Alan and I were basically the first two employees in the field. Austin Geidt, who's the most amazing person ever, she was the first intern at Uber. She had just done every job, and then flew to Seattle and launched that market. So it's basically Allen and I, and Ryan Graves was helping us get Chicago going. So sort of simultaneously, it was sort of the first time Uber started to build the launch muscle. And, year, I mean it was as simple as you get a couple of drivers on the road. So at that time, you sort of incentivized supply to be on the road. In order to have a two sided marketplace, you've got to start with supply. You have to have supply. The only way you can ever have demand is if you have a thing to sell. So we would start by getting drivers on the road, giving them sort of a minimum, such that they would be on the road for the hours that we needed them out there, and incentives to make sure they were accepting dispatches and such. And so yeah, it was basically a week later, Ryan, Allen, and I were in a co-working space conference room at midnight, and he called one of his buddies to take the ride the next morning, and we sent out a email to probably 300 people that we had signed up in Chicago at that time, and said secret Uber's are on the road tomorrow. And the next morning we had the first ride. It was Tom Conrad, who at the time was the CTO of Pandora. So random, it was, no offense to Tom, but the most random rider-zero. We did a cool thing when we launched a city. Someone cool and interesting from that city would be rider-zero. But Chicago, we just hadn't done it. We just didn't really have a list, a launch plan yet. So last minute Graves was like, oh my buddy is in town tomorrow, we'll just have him do it. He had no affiliations to Chicago. I have no idea why he was even there. But, so he was the first dude to take a ride, the first person to take a ride, and then it was off. And so, you would email the few hundred people, and one ride happens, and then an hour later the second ride happens, and then the system starts to work. And so it was black car only, $15 minimum fair, it was about two times what a taxi costs. So it wasn't cheap. But it was still awesome, it was reliable, pretty much five, 10 minutes, press a button, the car pulls up, you can watch it approaches. And drivers were great, open the door, high end experience, and you only pay for as far as you go. So, that was the deal. We did that for four weeks, and then we did an official launch. We were very secretive or whatever, so it was secret Ubers for four weeks. So it was a beta period, which was also a unique sort of Uber innovation, which is basically taking the idea of a software Beta to the real world. Naber:  Yeah - online-offline exclusivity with a Beta. That's interesting. Max Crowley:    Yeah, I mean, I think it's something that other brands and such could definitely do. Yeah, you're just setting expectations, right? It's we're not ready for primetime, but this thing's in Beta. And we did that for four weeks, and it was great. We did another launch September 20th, invited a bunch of cool influencer type people and local entrepreneurs and what not to a dinner. Travis gave a really awesome presentation. Garrett Camp was there, the other cofounder, Graves obviously, Allen and I. And then we did some press that day, and then we've got a market live. So then it shifted into, alright, starting to build supply and demand in the market. Naber:  So tell us up to...You do the actual launch in September, you have the influencers in that dinner. And then, does the market just take care of itself after that...from an Uber perspective? Max Crowley:    You're doing things to incentivize supply to be on the road. Naber:  So tell us about some of those things. What are you doing to incentivize supply and how did that process work? Max Crowley:    So number one, the key to the marketplace to continue to grow supply all the time. So I don't even know if it was totally obvious at that point, but supply was the game. Because if there's a supply out there, people were gonna ride. People always need a ride. And it was so cool and such a game changer that virality starts to happen. You're going to tell your friends about this experience. You're going to either ride with friends, or you're going to...it's just the game that that starts to take place. And so one of the things that you can do is you can incentivize referrals. And so we had to give-get program. Give 10, get 10, give 20, get 20, give a ride, get a ride, -type program. But that juices supply, or sorry demand, it juices demand. But really it's about, you've got cars on the road, you continue to grow supply, demand starts to come in, and then you're growing this sort of referral engine. And then the other thing that we were doing was, if somebody couldn't get a ride for some reason...so we'd be looking all the time, hey, somebody requested and couldn't ride, or somebody opened up the app, and there was no cars around. I was sitting there, literally sending emails to these folks, all day. And so it was, hey, saw you tried to take a ride and you couldn't, here's five bucks...And to kind of cap it off, the baseline is supply, and growing supply, and ensuring supply stays on the road. So incentives to drivers to make sure they're out there. And also, you're not making money from this market yet. And so over time Uber is trying to condense the time from Beta launch, launch, and then profitability or theoretically profitability. And you're using those incentives at that point to just ensure that there's at least some cars on the road. And Saturday night there's a bunch of cars on the road. And this was pre- surge pricing and other things where, you're trying to build these markets up to a place where there is market equilibrium, or whatever the word would be...of this thing is actually working, and it's working on going, and it's growing on going. But at this point it's much more manual. Let's make sure there's cars on the road, riders are sort of natural using it. Let's incentivize them to tell their friends. Let's do a bunch of Marketing campaigns to get them telling friends or get them activating. And then let's be great at customer support. Every ride is rated. Let's follow up on every low rating. I mean, I'm sitting there all day, somebody had a low rating ride - "Hey, what happened? Let me know." Speaking to, Alan, "hey this happened in this car. Can we work on this quality thing? This person is tweeting about us, what's going on? Let me talk to them. This person opened up their app, couldn't get a ride, let's contact them." And so, we're just sitting there all day managing supply and demand of this market. And if you do that, then for the most part people are having positive experiences. Because even if they have a negative experience, they're likely coming back. And again, the underpinning of this is there are cars on the road. Even though you have to pay for that early, it allows you to actually build the thing. And the difference, well there's a bunch of obviously things that were different about Uber, but one of them was - it was reliable. For the most part, open your phone and get a ride within five to 10 minutes. And there was no other thing that had existed before that, where that was the case. And so these were different tactics that basically made that be a thing. And if and if, and if for some reason we missed the mark, we tried to be on top of it. Naber:  Wow. The thing that blows my mind is how gorilla it was. How how grassroots it was, in that you were sitting there with two, three, four, five and then obviously it grew to a lot more people, managing...managing social, giving that anecdotal feedback right away to the person that needs to know about what all of these different experiences are like. Same thing with managing a bad experience. Same thing with incentivizing. Same thing with giving people calls. I mean, there's just so much to do when you're running the operations at a really early stage, it sounds like, for an Uber launch. Sorry Max, did you want to say something... Max Crowley:    Yeah, you hit the nail on the head. And I think, I mean, what was cool about it was it was very entrepreneurial and scrappy. And so, in a lot of ways we owned our market, the P&L for that market, the supply and demand of that market. We owned the metrics for that market really more than anything...So you owned the the local unit, and then you had some freedom to test and to do things at the local market. And we were competitive with the other markets, but in a really positive way, in that we were still this deep comradery because we're all still trying to work...you know, one of the things I learned at at Uber early on was that it really wasn't about me. It was about, it was about the mission of the company. It was about this big thing. And it really wasn't about any individual. Travis wanted to change the world, and saw the world in a certain way, and thought that the world should be that way. And so, whatever you want to say about that, I think it was clear that he thought the transportation and reliability and these things were something that people should have an unlimited access to, and an unlimited right to. Aand again, there's obviously positives and negatives with individuals thinking that they can make the world a certain way, but that is sort of in my mind the beauty of entrepreneurship, and business building, and capitalism, right? And some of the greatest innovations that we've ever seen are based on one person thinking that they can shape the world in a certain way. And some people have a crazy ability to get close to that. But it was very clear early on that we were all part of something that was bigger than ourselves. And I think that has stayed with me to this day. And so what then cascaded down was, there was a culture that we were all in it together. It wasn't about the individual. And so we would work hard at at the local level, and we compete with each other. And it'd be how did Los Angeles onboard 20 SUV's this week. Screw those guys, but also how did you actually do it, and I want to beat you next week. And then they'd say, we did this...we rented out a hotel lobby thing, and invite the drivers there, and put up a craigslist post. And we were like, of course, why didn't we think of that?! We do it the next week, and we'd board 40 SUV drivers. Boston says we want to put the ice cream trucks on the system - genius, we want to do that. And then all of a sudden six cities have ice cream trucks on this system in a random Friday in July. And you're delivering ice cream. And so, there was this really interesting push and pull that I definitely think came from...in a lot of ways this stuff came from a mix of Travis and Ryan Graves were very different people. And they had a really good Ying and Yang that cascaded down that kind of created these sort of interesting petri dishes at the local level that again, shared info, competed, shared info, competed. And then, this thing just started to propel itself forward. I mean, we would literally have weekly calls where every city would have to show their numbers to every other city, and then account for why those numbers were that way and had leaderboards, and whatnot. But it was in a positive way, and again, it's a really tough balance. And I think a lot of that stuff was lucky, and natural, and whatever else. But it was done in a way that was positive. This was not a shaming thing. It was not a...it was gotta bring everybody forward. And again, I mean, it worked. Naber:  I love it. I mean the authenticity behind...the authenticity that is necessary for that to work, was probably something you identified with. So people that know you, know that one of the things you're known for is being authentic. I mean, it's just really clear and apparent, after talking to you for 30 seconds, especially that consistently over time. You must've identified with that in the authenticity that had to be...it was just necessary in order for that type of system to work, to have that pull and push and have it be healthy. Max Crowley:    Yeah. I mean, again, I think there was no, in the early days, no bureaucracy. Not a lot of ego. There was too much to do. It was too early. It was obvious there was product market fit, even though probably half of us didn't even know what that was. But people were using this thing and it was growing. And again, it doesn't mean that...every day was hard. This stuff was not easy - answering, I think I answered 20,000 support tickets in my first year. There was not one day for, for a year that I didn't open up my laptop and answer tickets, and tweets, and all these different things. But obviously, luckily...you can do that and have it not be awesome too. So, I feel very lucky that we put in that work, but it was something that became really successful. And I don't...I definitely took from that, that it doesn't always end up that way. And there was ups and downs too. So, again, this was not easy. It was not all rosy, by any means...so yeah, those were elements that I definitely took from the whole experience. Naber:  Very cool. All right, so we got into - this is great, you're getting onto specifics around support tickets, and answering tweets, and some of the things you did to get supply on the road, you talked about some of the launch tactics. Can you walk us through... I've got maybe two or three more things to talk about, before you moved in 2014 to San Francisco to launch Uber for Business. But maybe two or three more things. Can you talk about a typical launch plan Uber goes through in order to launch a city as much as you can? Max Crowley:    I mean, it was, it was some of the stuff I talked about. I mean... Naber:  Maybe how it looks different now versus how versus the way it looked back then. Maybe that's a good place to start. Max Crowley:    Yeah. I mean now I don't even know. I think, now it's much more centralized generally. So now there's less of a need for the local operations. I think the difference early on was you would actually drop somebody in, they would get to know the market. You had to know the the regulations at a local level. You had to know lawyers at a local level. You had to know all the influencers and the people that made that city, the city. You had to know what it was, the ethos of the city, that made it the city. This was a local thing. Transportation was inherently local. It was drivers in the city. It was rider in the city. If you're launching in Oklahoma City, which, we had a woman who went down there and did that, and she was a rockstar, Emily. She was flying in there, and living there for months, and eating, sleeping, drinking, whatever else Oklahoma City. And she had Nick Collison I think, who was on the Thunder at the time, as rider-zero. That was that. And so, you would drop somebody in, and they would do all these things. And again, it was a similar sort of four to eight week period ramp. You get to the market in a big way, and then you start to grow it, and you try and get a GM in place who's going to own it in perpetuity, and you get a couple of other leaders on the supply and demand side who they're going to own it in perpetuity. And so that was a bit of a launch plan. And then, that person would then jump to another market and those launchers would, would do that for basically as long as they could, which was oftentimes a year, before they were this is crazy. And then they would usually own a market after that. And so, yeah, we just had amazing people do that all over the world. I mean, we had a guy who did that in the Middle East, and he was a guy from San Francisco, and ended up owning massive parts of the Middle East, and was my age and owned a massive P&L. And that was because people, you know, strapped in and a lot of ways, and buckled down, and did these kinds of crazy things where they would go into these markets they have no context on them, and figured out how to make it happen there. So that was the early days. There's much more of the sort of local ethos. Now as you fast forward this thing is much more of a machine. A lot of things have been centralized, as they should. Process has been centralized, technologies have been centralized, support centers have been centralized. The only way that you can have a system that now does, I have no idea what the numbers are now, I assume definitely millions and millions of rides a week, if not per day. You have to have a massive operations, beast of a system that can actually, they can actually do that. Naber:  Love it. Okay, cool. That's great insight. I'm loving getting the curtain pulled back from your perspective and your journey. So, at this point, you're leading and managing Midwest team of Marketing Managers. Tell us about building that team. What'd you guys need to be good at? What you were good at? Tell us a little bit about that journey up until 2014. Max Crowley:    Yeah. I think again, it was really this local ethos. it was people that were...these markets we're getting big. Chicago was getting big. We had a lot of different people that needed to now do Marketing, Promotions, do local deals, continue to try and drive demand there. We also launched new products. We had also launched things UberTaxi, UberX. So the product portfolio was growing, and whenever you did that, you would need people that are owning those things, and figure out how to launch them and building a new pools of supply. And then you launching more markets too. So Indiana, Minneapolis, and a bunch of, Ohio. These were sort of offshoots of Chicago. And so yeah, there was about 65 people in the office by the time I left Chicago. so we grew from two to 65 in a pretty, relatively quick clip. But the complexity of the business had grown significantly over that time. Naber:  Yeah, I figured. So, a couple of questions. What's your scorecard look like, or what are the types of metrics that you needed to look at on a daily, weekly, monthly, quarterly basis to know whether or not you guys are doing a good job? Max Crowley:    I mean you're still looking at trips...And if you think about just the city, I mean it was sort of, and may be obvious, but you're looking at supply pools on a week over week, month over month basis. Retention on the supply side. You're doing the same thing on rider growth. Are you signing people up? If so, where are they coming from? A lot of things...we'd use promo codes a lot across a lot of Marketing promotions and whatnot to try and track what's performing, what's not. And then retention and such, on that side and some early versions of an NPS of just what is the customer satisfaction? Definitely, what are what are the rides being rated? Yeah, I mean it boils down to growth of supply and demand, retention of those things. and then is the market growing at a steady clip, and are these new products growing as well? Which was would vary from product to product. Naber:  Cool. That's great. And then one last thing and then we'll hop into your move out to out to the Bay. When you see marketplaces launch...there's a bunch of tech businesses that are trying to launch marketplaces and that is a massive, massive mountain to climb. But there are a few fundamentals that I'm going to guess that Uber absolutely kicked ass at from a Marketing perspective. When you're thinking about, some of the things that these marketplaces need to get right from a Marketing perspective, are there some best practices that Uber was amazing at that can apply to these other marketplaces as you build them? Max Crowley:    Yeah. I mean, the thing that stands out to me, I think the most, is the need to sort of simulate or stimulate, I don't know if the word would be simulated or stimulate, but one of those words for...making the thing happen manually. So, if you look at, and I don't know anything about these businesses, but a Flexport or something, that business is probably a lot more manual and a lot more sort of pieced together, and early transactions are probably way more offline. And then you're making them online-ish. And that starts to make the thing happen. And then you're saying, hey, we need supply, or this thing's never going to work. So let's, incentivize supply to even be on this thing, and keep paying them to stay on this thing while we're trying to get demand. And then you try and create this fly wheel effect. And it's basically, can you stay alive enough, long enough? Can you keep supply on this thing long enough to get the fly wheel effect? It's coming, unless there's no connection between product market fit, in which case, it's not going to work. But it's basically a game of, can I keep this supply on here long enough such that we can get the inertia that makes this thing a functioning marketplace. And so, I think for me that's a thing I've tried to translate to other people. Which again, it's it is it's either stimulate or stimulate. I don't know, maybe it's a cross between the two words...You have to make the thing happen a bunch, and then if you do that, it can grow. But you can't just throw stuff out there, and expect it to work. You really gotta you gotta do it. Naber:  Yeah, that's great. People almost always only see the end product and the mass machine that's built, and the automation that happens from a user perspective, and thus think that all that automation, and all of that smooth process is built into the how the company operates. And I think that manual piece is something that not just marketplaces take for granted, but even users take for granted, obviously. Because they don't know all the manual effort and set of operations that need to happen to grow these marketplaces. So your examples right now, we're actually, a good testament to that. All right. So let's jump into 2014. In 2014 you moved to San Francisco, and you are launching Uber for Business. There's a lot of people listening right now that are going to be B2C2B businesses, such that they've either set up a marketplace or they set up a B2C business that they want to grow into a B2B business. And I think that some of the best businesses, that are both most the largest value businesses in the world, as well as the businesses with some of the most potential in the world, are a lot of them, B2C2B businesses. Can you talk...walk through that launch of Uber for Business. Maybe you can take us through the journey of some of the different phases you had to go through in order to build it out. Max Crowley:    Yeah, so I moved to San Francisco in late April, early May, 2014. What was happening was...Uber for Business, in some ways, was almost more reactive to what was happening in the market. People were starting to ride for business purposes in droves. So you would use Uber on a Friday night, and then you would go to the airport on a Monday morning, and instead of opting for a taxi or the train, you were like, actually, I'm going to use that thing I used the last three Friday nights, and worked great, and I'm going to expense it. And so companies are actually seeing...you'd have a travel manager, or an expense manager, or an administrator in some capacity of some kind a company, and they'd see what is this Uber thing? Whoa, we've spent blank crazy amounts of money on this. Or it was blank crazy number of expense transactions last month. And then they Google it, and it would be Uber is illegal, insurance, craziness, getting shut down, getting shut down, getting shut down. And they would freak out, and they would send an email to the company and say, "Uber is now banned. You can't use Uber." And, so Uber for Business was sort of both a policy, Hey, we think your employees should be able to use this. Here's our insurance, here's our safety policies, here's everything else that you need to know about that will get you comfortable with us riding. And let's get on phones with your legal teams. Let's get on the phone with your insurance people, whatever else. Let's ink some, whatever that we need to to make sure you're good with this. And then let's actually launch an awesome policy. And then it was also, hey, there's a massive opportunity as for us to grow the business, if we make just awesome. And then, people are expensing this crazy. So let's build out some technology that makes it easier for people to use Uber for Business purposes. And so myself and a few engineers, a couple of other people, started to run at this project. And, yearh, we ended up building a big business - billions of dollars will go through this platform this year. It's global, we have hundreds of people on it. We've got multiple products, we've got integrations at the consumer level that make it easier for people to switch between rides. We've got easier ways for people to expense rides. We've got products for small teams, big teams. We've got enterprise products. We've got offshoots like Uber events where you can buy a promo codes. Uber Health, which allows you to ride, allows rides to be HIPAA compliant - rides from the hospital, or nursing homes, or something like that. And so, it's crazy. It's awesome. And it's definitely a thing. At the same time, it was crazy hard...It's not by any means...it's huge, it's great. Building a B2B business at a consumer company is surpremely difficult. And I think the speed and demand that naturally comes from people that are used to consumer stuff, versus how long it takes to build up B2B functionality is brutal. And so, I think what we got into with some tailspins at times, where the expectations were just misaligned. And the time it should take to grow a B2B product from scratch to working with a Fortune 500 company, is actually a long time. But if you've got a consumer mindset and you're one of the fast growing companies ever, the expectation is you can work with the Fortune 500 company on day three. And that's that thing. I think the other piece of that Uber was awesome, and so we were in some ways competing with ourselves. Was there really a need for an enterprise product? Which is a bit of an existential thing that, I still don't totally know the answer to. I mean, obviously I've got a lot of ideas for what it can be. But it was a very unique thing. And I think we did build a lot of those things that did work with the consumer side. It's a difficult challenge, we worked really hard at it, and learned a ton - it was a learning in a lot of ways, and it wasn't easy. Naber:  Cool. Give us two things that you did, that you guys think you ended up doing really well that were some of the difference makers. And then we'll talk about two of the biggest things you've learned as well. Max Crowley:    I mean, feeding the beast on the consumer side. People are doing a thing already. Make that thing easier, make that thing more awesome. Don't try and change behavior, or create new hurdles, or whatever. It seems obvious, but it's totally not when you're in the belly of the beast. I mean that's just again, no brainer, but very not obvious, when you're in it...All the other commercial applications of Uber was really fascinating because you're creating new use cases, not displacing or getting in the way of...And Uber is such a massive, crazy platform that...and no it's starting to happen, which is great, but partnering with Mass Transit, partnering with Commercial Real Estate, UberPool by companies to actually decrease traffic and actually get people pooling together. I mean those are some of the sort of...The Uber Health stuff, hospital visits, non-emergency medical transport is just...massive, massive businesses, that are unreliable today. I think these are areas that are really the commercialization of the Uber platform that's are just scratching the surface of what that is today. Naber:  Fascinating. Love it. That's great man. All right. We're going to round this out, and you have a few minutes left. We're going to do rapid fire questions. You invest in and work with a lot of businesses - at an early stage, mid stage, some later stage, and you're great at it. Using your experience from Uber, what are the two or three most common pieces of advice that you give to businesses that you invest in and that you work with? Max Crowley:    Act. Action. Move. Move. Do it. Sitting still is not a good idea. So, obviously you want to be calculated and try to not make a lot of mistakes and be sloppy, but if you can try and be in the details and keep moving, even though that's a different difficult balance, it's the right thing...it's the thing you need to train early, because it's if anything is easy, it's probably a mistake. If anything's easy, it's probably going to bite you in the ass. The thing that you need - your next sales person, or your next cofounder for your project, or your next hire, they're probably not calling your cell phone, right? They're probably not the next LinkedIn request you're going to receive. And so be wary of anything that come visit comes easy. But be in the details, build that muscle, and keep moving. And if you can try and do that, you're still gonna make some mistakes. People say action is better than inaction, and I believe that. And then simultaneously just be in the weeds being the details, put in the extra time. It's not easy. You're tired of times. I'm tired all the time. I don't want to miss out on things or, whatever, and I do. But always bites me in the ass. And so I learned it from my old boss, Emil Michael - the details matter, the details matter, the details matter. And so it's just keep moving but staying the details as much as you can. I mean it's almost a little bit of a shake. You've got to try and be doing that, or it'll bite you. Naber:  All right. Awesome man. That's great. Last question. You've hired a lot of people, Max, a lot of people,. at scale. What are your best one or two pieces of advice for those hiring at scale? Max Crowley:    I mean, referrals. Maybe it seems obvious, but I think when you're thinking about hiring, when I think about hiring, I just start to talk to a lot of people. So, again, it gets into this - your next hire is probably not your next LinkedIn requests. But your next LinkedIn request might lead your next hire. So, start talking to people, start getting your vision...by the way, your vision and your pitch, and all these different things are gonna be better by the fifth conversation from the first conversation. So get out there and start doing this, start getting your reps. And I think the best people, for the most part, have been people that I've met through other people, or you just start to weave this thing...or you just get smarter about what the profile is you're looking for. And so then maybe the resume you get, it'll be more obvious. But again, it's this action thing. So that I would say a is number one. And then number two is, integrity matters. I mean, it probably seems obvious, but you really want to try...I think it's basically, try to do the right thing, or at least feel you can defend it, that thing that you did. Because you don't want to draw sort of lines in the sand, but if you don't feel comfortable defending basically to the death, what you've done, it's probably not a good idea. And guess what? It's going to surface. Everything you do, every email you send, every thing you say, everything you do is going to come to the surface. And so the ready to defend it. You sometimes need to push the envelope. You sometimes need to do different things. You gotta do what you gotta do. You gotta make your judgments, you gotta live with your decisions, but you also need to be able to defend them. So, that could be that you break a rule, but be ready to defend it to the masses. And if you're not, then you shouldn't do it. So I think, judgment, self awareness, honesty, integrity - obviously obvious. Again, it's a details thing, and if you miss on that it will hurt you. So I just try to surround myself with people that are great. And you're in these relationships with these folks for a lifetime, oftentimes. So, I just try and surround myself with people that are, that are awesome and are better than me, and I love being around. Naber:  Hey everybody, thanks so much for listening. If you appreciated and enjoyed the episode, go ahead and make a comment on the post for the episode on LinkedIn. If you love the Naberhood Podcast, we'd love for you to subscribe, rate, and give us a five star review on iTunes. Until next time - go get it.  

Jared Taylor (CEO BlocHealth) Boston-based company - Wrote a book called “It’s Your Future, Plan 4 It!” How did you first hear about blockchain technology? - BlocHealth was not chosen as the company name because of blockchain What drives you to the healthcare industry? What is the vision for BlocHealth? Why did you start it? - To create the most efficient healthcare professional credential sharing network - Improve access to care by getting healthcare professionals into facilities faster - Eliminate duplicate efforts for healthcare professionals and organizations - Experience with owning a recruiting firm Explain the current process for a doctor to gain medical privileges in a clinic or hospital? - Multiple, duplicated steps - Different sources are collecting the same data for their individual purposes from the HCP - Blockchain-based transactions can help achieve greater transparency and traceability– through an “immutable audit trail” - Blockchain increases the trust in provenance of that data: once a piece of data is written, it can’t get lost, or replaced with a photocopy mistake, or whited out or redacted. And that’s a big step forward. How can blockchain improve data exchange efficiency? - By establishing a single source of truth Who are your company partners and major customers? - In the process of finalizing a few partnerships - More updates on that will be coming soon What is BlocHealth's business model? - We are working towards becoming a credential verification organization (CVO), certified through the National Committee for Quality Assurance - In the near future, we will also make money off of our job board which will include applicant’s with ready to go files to kickstart the process Can you describe your technology stack? Our initial offering will be a cloud-based, Javascript + Ethereum based product at the moment. We’re using a tweak of the MEAN stack: MongoDB, Express.js, Angular 7, and Node.js to serve up our application. What kind of traction have you had so far? - Early-stage - Raised a seed round - Finishing up our initial platform - Currently demoing and preparing for a pilot in the next month Who do you consider your competitors? How are you different? Demos + Pilots + Adjustments + CVO certification next year (national committee quality assurance) + Other specialties Recent draft legislation to tackle healthcare costs which included a section on requiring insurers’ to have provider directories up to date. If patients can prove that their plan's directory steered them to an out-of-network physician or hospital, they would only be on the hook for their in-network co-pay. Related episodes: https://soundcloud.com/healthunchained/ep31-provider-credentialing-anthony-begando-ceo-procredex https://soundcloud.com/healthunchained/ep-33-medical-career-management-w-hashgraph-john-t-hartigan-ceo-intiva-health News Corner Solve.Care has made another important announcement in their effort to fix transportation problems for patients. They have signed a partnership with Uber Health giving them access to their North American ridesharing fleet. Robert Miller’s weekly newsletter – Beyond Blocks http://beyondblocks.bertcmiller.com/ Related episodes: https://soundcloud.com/healthunchained/ep-28-reaching-nirvana-in-healthcare-pradeep-goel-ceo-solvecare https://soundcloud.com/healthunchained/gogo-grandparent-technologies-masschallenge-healthtech-platinum-award-justin-boogaard-ceo Health Unchained Links Website: https://healthunchained.org Telegram: t.me/healthunchained Twitter: twitter.com/Healthunchaind Udemy Blockchain/Healthcare Course (Promo Code DOGUM2019): https://www.udemy.com/blockchain-and-healthcare/?couponCode=DOGUM2019 ConV2X conference (10/15/2019) https://conv2x-2019.eventcreate.com/

Join us today as we speak with Dan Trigub from Uber Health about leading the health movement.

On this episode of He Said, She Said, Michelle and Peter bring on Uber-special guests for a future-focused episode with Senator Jeff Brandes and top Uber lobbyist Stephanie Smith. The 2019 legislative session MVP talks owning policy; true north; and criminal justice reform. Stephanie Smith talks automation, self-driving cars, and Uber Health's entrance into the Florida Market. Peter and Michelle talk spoilers; hot takes on holidays; and the Handmaid's Tale turned reality with Georgia's heartbeat bill.

G’Day everyone – Welcome to ScIQ on TYT Network.In today’s society, people are very concerned about race. Is Elizabeth Warren really Native American? Is Mitt Romney really human? Or a cyborg sent from planet nine?But if you thought you owned that DNA test, think again, because by getting a test done you just lost the rights to your genetic data! Recently news came out that FamilyTreeDNA shared it’s databank of 2 million people with the FBI – so if you’ve taken a DNA test and were planning to murder someone, you might want to reconsider. Now, I think we all agree that solving crimes is good. But the Family Tree database is also free to access and can be used by anyone, which you probably didn’t know when you spat on that q-tip. Yes, Public DNA databases are a real thing, and they are a big risk to your privacy risks.Scarily, the FBI can also use the database to find the relatives of criminals, and then use those relatives to find the real suspect. Now, people who get their DNA tested don’t often realize that they’ve also consented to release their genetic data to that testing company. Just like Facebook owns your usage data, about when you’ve been shopping for halloween costumes for dogs, the DNA testing company now owns your genetic data, and can theoretically do whatever they want with it. If that sounds crazy, it’s not. This industry is so new that it’s hasn’t been regulated yet. Experts agree that “There is no legal limit on what they could do” with that information.Ancestry.com, 23 & Me – this is all the Wild West. Congress hasn’t even had a chance to catch up – and we’re all like “take me genetic code and take my money!!” Which brings up the fun issue of genetic privacy. The stuff we’re paying companies to take – it could be worth billions. For example, testing companies could sell your data to insurers, who can then deny you health insurance or life insurance based on your genetic profile. “Sorry sir, your results show you’re at risk of cancer – you can f*ck off! Next!” And it’s not just DNA testing that’s a potential problem. In the past few years, all the biggest tech companies have all made moves to get into the health sector. Google’s head of AI Jeff Dean was quoted as saying, "Healthcare is the single biggest white space for Google to move into."Microsoft have just partnered with Walgreens to hold your medical information in the cloud. Amazon has created the ABC Initiative with Berkshire Hathaway and Chase Bank, with the intention of revolutionizing healthcare by creating value from health data – what could possibly go wrong?And Uber has launched Uber Health to potentially replace ambulances. Ambulance Pool, anyone? 20% cheaper than a regular Ambulance, and triple the blood! Now I love technology, it’s what brings my to your screen.But tech companies aren’t known for their respect for privacy, so I might as well just tell you about my raging thrush infection now, because if Instagram’s gonna be in charge of protecting my medical records, they’ll be on Facebook next week. What? That’s not even that gross – you know what is gross?? Having to look at the inside of someone’s uterus everytime they get knocked up. No Sharon, I don’t want to see your reproductive organs on my newsfeed!There are big concerns about genetic privacy, and just liked no one cared about email server security until Benghazi, it’s likely no one will care about genetic security until someone in a garage in Galverston starts making little Hitler clones. So, before you get a DNA test, just remember you’re giving away the most valuable thing you own, yourseSupport the show (https://www.patreon.com/sciQ)

Dan has been a pillar in the on-demand transportation since on-demand giants looked at healthcare/senior care as an opportunity. Dan recently joined Uber to lead Uber Health, which focuses on bringing HIPAA Compliant accessible transportation for the medically fragile and elderly population.

Democratizing healthcare transportation is crucial for patients' quality of care and quality of life. Dan R. Trigub, Head of Business Development for Uber Health, discusses this, HIMSS 2019 trends, his love of EDM, and how being a first-generation American has shaped him.

Lauren Steingold is the Head of Strategy for Uber Health at Uber - driving the company's global efforts in the health space. She spearheaded the launch of Uber Health, Uber's HIPAA compliant product that enables healthcare organizations to request or schedule rides of behalf of patients. For her work on this launch, Lauren was named on the San Francisco Business Times' list of the Most Influential Women in Business in 2018. Prior to her role at Uber's San Francisco Headquarters, Lauren helped launch Uber in Miami, Boston, and Rhode Island. Lauren led Uber's on demand flu prevention campaign, where riders were able to receive a flu shot from a nurse in 2014, 2015, and 2016 nationwide. The initiative won an Immunization Excellence Award for Innovation at the National Influenza Immunization Summit in 2015. Before joining Uber in 2013, Lauren held roles at Allen & Gerritsen, an advertising agency in Boston, and the Institute for Healthcare Improvement in Cambridge. [fl_builder_insert_layout id="3603"] Show Notes: As a social determinant of health, access to reliable transportation is pervasive through the ecosystem and requires cross-system collaboration. 3.6M Americans miss their doctor appointments every year due to lack of transportation to their appointments, resulting in a cost to the health ecosystem of approximately $150B a year. Uber Health sought to align with diverse stakeholders from multiple industries, specifically those who shared their passion for solving patient access and willing to learn and manage challenges together. Committed to continued learning and open to innovative thinking, Lauren Steingold at Uber Health demonstrates ecosystem focused leadership by utilizing technology and talent in collaborative partnerships in their work towards removing transportation as a barrier for care.

In this episode, Dr. Steve talks with award-winning CRM platform Founder and CEO Brad Bostic of HC1.com The HC1 platform has been adopted across more than 1,200 leading lab, post acute care, and health systems. The company has received accolades from Gartner Research, was named "Best Healthcare CRM"​ by Frost & Sullivan, and is the top rated solution in the KLAS Healthcare CRM report. In this episode, Dr. Steve and Brad Bostic go deep into the following areas: Overview of HC1 and the wide client areas it adds value into A unique solution for the opioid epidemic Machine learning and unique technology for private and public health use Growing referrals and patient acquisition in post-acute facilities and health systems Working in with Uber Health and platform partners Waging a win-able war on prescription drug addiction

This interview is part of our HIMSS18 coverage. We'll be talking with thought leaders and vendors all week at the annual Health Information Management Society conference in Las Vegas. On this episode we talk with Jay Holley, Head of Partnerships at Uber Health. As a founding member of the Uber Health team, Jay works to ensure that Uber can provide reliable, HIPAA-compliant transportation solutions striving to ensure that transportation is not a barrier to healthcare. Uber Health partners with healthcare organizations to provide reliable transportation for patients. The dashboard allows healthcare professionals to order rides for patients going to and from the care they need. Jay and I discuss: How it works How HIPAA plays in Servicing patients without smart phones Who benefits and how Jay's thoughts on a recent study that suggested ride sharing services didn't reduce no shows Learn more at https://www.uberhealth.com/ and click the green Get Started button to enroll and start scheduling rides. You can find the rest of our HIMSS18 Interviews here. Subscribe to Weekly Updates If you like what we're doing here, then please consider signing up for our weekly newsletter. You'll get one email from me each week detailing: New podcast episodes and blog posts. Content or ideas that I've found valuable in the past week. Insider info about the show like stats, upcoming episodes and future plans that I won't put anywhere else.   Plain text and straight from the heart :) No SPAM or fancy graphics and you can unsubscribe with a single click anytime. The #HCBiz Show! is produced by Glide Health IT, LLC in partnership with Netspective Media. Music by StudioEtar

This week, Uber takes you to the doctor, Twitter bookmarks, it's US vs China for AI supremacy, nanobots fight cancer... and much, much more.  What We're Playing With Andy: Mute on Netflix Dwayne: Nintendo Switch Headlines Uber launches Uber Health, a B2B ride-hailing platform for healthcare Twitter finally gives us an official way to bookmark tweets Washington becomes 1st state to approve net-neutrality rules Audible Book of the Week A Wrinkle in Time by Madeleine L'Engle Sign up at AudibleTrial.com/TheDrillDown Music Break: Flower of the Universe by Sade Hot Topic: AI Wars The New Arms Race in AI New Report on Emerging AI Risks Paints a Grim Future Music Break: I Can See Clearly Now by Johnny Nash Final Word: Nanobiotech "Nanodrops" That Repair Corneas May Ultimately Replace Glasses Nanobots kill off cancerous tumours as fiction becomes reality Subscribe! The Drill Down on iTunes (Subscribe now!) Add us on Stitcher! The Drill Down on Facebook The Drill Down on Twitter Geeks Of Doom's The Drill Down is a roundtable-style audio podcast where we discuss the most important issues of the week, in tech and on the web and how they affect us all. Hosts are Geeks of Doom contributor Andrew Sorcini (Mr. BabyMan), marketing research analyst Dwayne De Freitas, and Box product manager Tosin Onafowokan.

News abounds about Uber and other ride-sharing services taking people to their doctor appointments.  They say they have it covered and Uber Health HIPAA compliance is solid. Today we look at what they are saying about HIPAA here and what that means to us. More info at HelpMeWithHIPAA.com/145

Kick-started the show with awesome music and a motivational talk by Lisa Nichols on how not to dim your light for your haters! Our technology updated covering top technology stories globally consisted of Facebook being awarded a patent that will see them developing a robot that will follow you around the house taking pictures and videos at your request – scary! Tanzania is developing a cashless economy, Yellow pages are going digital, Hulamin is the only company providing an aluminum product to be used to provide Wi-fi in airplanes globally and Uber Health is launching a transportation technology platform for health patients in the US. We end off with our “Top 10” feature talking about IEEE Computer Society's top tech trends for 2018. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/digibiz-africa/support

Kick-started the show with awesome music and a motivational talk by Lisa Nichols on how not to dim your light for your haters! Our technology updated covering top technology stories globally consisted of Facebook being awarded a patent that will see them developing a robot that will follow you around the house taking pictures and videos at your request – scary! Tanzania is developing a cashless economy, Yellow pages are going digital, Hulamin is the only company providing an aluminum product to be used to provide Wi-fi in airplanes globally and Uber Health is launching a transportation technology platform for health patients in the US. We end off with our “Top 10” feature talking about IEEE Computer Society’s top tech trends for 2018. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Kick-started the show with awesome music and a motivational talk by Lisa Nichols on how not to dim your light for your haters! Our technology updated covering top technology stories globally consisted of Facebook being awarded a patent that will see them developing a robot that will follow you around the house taking pictures and videos at your request – scary! Tanzania is developing a cashless economy, Yellow pages are going digital, Hulamin is the only company providing an aluminum product to be used to provide Wi-fi in airplanes globally and Uber Health is launching a transportation technology platform for health patients in the US. We end off with our “Top 10” feature talking about IEEE Computer Society's top tech trends for 2018. Become a supporter of this podcast: https://anchor.fm/africa-podcast-network/support

new Uber Health transportation; what does a personal trainer do; new multi-line braille display; Delta airlines and guide dogs; blindeds vet speaks out about blindness; new Microsoft wayfinding app

new Uber Health transportation; what does a personal trainer do; new multi-line braille display; Delta airlines and guide dogs; blindeds vet speaks out about blindness; new Microsoft wayfinding app

20 years of industry experience dealing with thousands of clients. Kira Sutherland of Uber Health is a sports nutritionist and naturopath who specializes in endurance athletes and works with a wide variety of clients. She definitely walks the walk and competes in Ironman triathlons and ultra marathons. We talk about what works with her clients, why she doesn't have them track their macros, white rice vs brown rice as a carb source and some limitations to the 'low carb high fat' diet.  Whether you deal with athletes or just want to drop some body fat this one is a great listen.  *DISCLAIMER* what we discuss on this podcast are methods we use for our clients and in no way is it the only way to get things done - you should always consult a medical practitioner before partaking in a new training or nutrition program.