Transcript
WEBVTT
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These types of things are much more
important than just the idea itself, because
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oftentimes your idea, even your business
model, might evolved multiple times. Welcome
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to the revenue series on BB growth. I'm your host, John Grispin,
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founder and sales coach at early revenue. So let's get started. Today I
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am here with a very special guest, friend for a long time, unity
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stokes. He is CO founder,
president and managing partner at start up health.
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Welcome unity. Thanks John, it's
so great to be with you today.
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We known each other for quite a
while and it's been awesome to know
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you all these years and glad to
be doing this conversation. Really looking forward
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to this so so just for the
audience. So our podcast guests are founders,
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revenue leaders and early stage venture firms
like Starrell. We want to provide
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early stage tech founders and their sales
leaders with insights and best practices on really
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two topics that are top of mine
these days, how to grow early stage
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sales and topic that's very critical,
fundraising. So we'll break this chat in
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half. The first half we'll talk
about start up health, kind of Free
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Covid, and then we'll get into
some of the Post covid quarantine questions and
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situation. So I'm so glad you
here today. Unity One. Don't you
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start off by telling us a little
bit about yourself and your background? Great.
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So I'm an entrepreneur. I've been
building companies since the S. actually,
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my business partner, Stephen Crying,
who does started help with me.
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We've been working together I think twenty
two, twenty three years now. We
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had taken a company public together in
the Internet heyday of the one Datto,
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kind of early days in the S
Company called Web stakes and promotionscom. But
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for the last fifteen years we've been
really dedicating all of our energy to our
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mission at startup health, which is
is really to solve the world's largest health
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challenges. We've got twelve health moon
shots that we focus on. So we're
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investing in hundreds, one day,
hopefully thousands, of entrepreneurs and innovators and
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organizing them together to solve the world's
biggest health challenges and our goal is to
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try to improve the health and wellbeing
of billions of people by two thousand and
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forty it's a huge goal. You
like to call them moon shots. You've
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got so many different categories. Maybe
kind of give a little overview of the
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categories that investments tend to fall in. Yeah, so we're focusing on each.
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Our health moon shots can impact at
least a billion people. So these
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are large global challenges. Things like
delivering access to care to every human on
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earth, figuring out how to reduce
the cost to zero, so reinventing the
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business models of the future, of
the way skype did for telecommunications companies,
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for example, there's a women's health
moon shot, at Children's Health Moon Shot,
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ending cancer, curing disease, brain
health, mental health and wellbeing,
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a longevity moon shot and actually,
just a few weeks ago we launched our
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twelve helpn shot, which is a
pandemic response moon shot specifically not just to
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focus on covid nineteen, which it
does, but also to help prevent,
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manage and mitigate future pandemics based off
of everything we learn. So these are
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very large global challenges and our core
belief is that it's going to be entrepreneurs,
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innovators, people like yourself, that
are going to reinvent the future of
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health and wellness and and we think
that as a global army working together to
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achieve these big challenges, we can
speed up the innovation cycles. That's fantastic
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and I love the global approach.
It's been super interesting watch you grow and
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evolved over time. Maybe walk founders
through start up healths approach to investing in
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early sting startups. Yeah, so
one one of the things that we focus
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on is investing at scale, investing
very, very early in founders and all
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the way up through different stages of
growth, and then supporting those entrepreneurs over
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the long term, over the many
years and cycles that it takes to build
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a successful business. So we focus
on companies that have what we call a
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health transformer mindset, and I can
break that down if you want to get
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into that, and also entrepreneurs that
are focusing on a health moon shot,
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so a big, hairy audacious goal. They're not just trying to move the
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dial incrementally, but they want to
be part of a larger plan of action
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to to really solve a bigger health
challenge. So that's what we focus on
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first, and then we support them
over there many years that it takes to
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develop by investing in them in multiple
ways. First with small amounts of seed
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capital, but also we invest in
organizing these communities of entrepreneurs together around these
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health moonshot themes. We have a
whole media platform and broadcast news network that
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we use to share their stories and
we do that to really help get them
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customers and get them investors, and
we can talk about that too. And
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then we do a lot of investment
around building the networks that are going to
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help them. So these are the
networks of customers and strategics and investors that
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are going to help commercialize and scale. So there's so much to unpack there.
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So let's first of all start with
the one of the things. I
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mean. You obviously you're providing the
capital. What are the ways that you
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enable capital to assist? I've been
parted. As a full disclosure, my
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former company, respond will was a
start up health company. So I understand
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health prinsformer mindset and all of the
depth behind what you're talking about. And
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you maybe will start with investments and
then maybe we'll move to community after that.
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Awesome look us through the the approach
and the types of investors. Yeah,
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so the first thing we do is
we believe in taking risk and and
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supporting entrepreneurs and innovators, not based
off of their idea but base off of
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their health transformer mindset. So we've
codified eight criteria that we evaluate. That
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helps us kind of decide whether or
not we're ready to support that entrepreneur and
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really ready whether that entrepreneurs ready to
get the most value out of startup help.
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So these are things like their long
term commitment. Some entrepreneurs are are
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in kind of for the short term
or you can kind of deduce very very
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quickly that they're not going to make
it over the long term. So if
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they're dedicated to the long term,
then we have a good signal that they're
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they're worth backing. Supportive relationships.
Who did they surround themselves, both personally
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and professionally? That's where you really
dig into their team, cofounders, even
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the investors and the other partners that
they may have already organized around whatever it
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is they're building. So these types
of things are much more important than just
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the idea itself, because oftentimes your
idea, even your business model, might
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evolved multiple times while you're building your
business. So you know your commitment your
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supportive relationships. We look at something
we called your quarterly progress. So we're
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looking for incremental, ongoing validation over
time. We think it takes dozens or
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hundreds even of quarters stacked up together
to build a great company. So those
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those ongoing milestones that happen week after
week, month after month, quarter after
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quarters. So we tend to break
everything down into reviewing white size chunks over
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ninety day increments to try to gage
the incremental progress that happens over time with
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the company. We look for people
who are confidently ambitious. These are entrepreneurs
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that are hopeful, optimistic positive,
which most entrepreneurs are. That's that's the
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good thing, but oftentimes entrepreneurs can
fall into a dip and we're looking for
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those that can recover from that dip
and maintain your ambition and be confident over
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time. As you know, there's
a daily struggle of being an entrepreneur,
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building a business or even generating sales
or raising capital, where they're essentially told
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no almost every day, sometimes multiple
times a day. So you got to
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find a way to regenerate and and
wake up the next day and keep going.
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So we look at those types of
things, self awareness, healthy habits,
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value creation and something we call batteries
included. We look for people who
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bring more energy into the room than
they take out. So those are just
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some of the non traditional criteria that
we look when we're selecting to invest in
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a health transformer. It's a great
list and in essence there's a scorecard and
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I if I remember correctly, you
not only evaluate the founders, but you
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are valued. You have a score
card for the company and you also have
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a scorecard for partners. That's right, that you would potentially introduce to startups.
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Walk us through what that's like,
because not everybody, not every organization,
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either customer, partner or investor,
is a good fit, and you
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guys have a score card for them, and I'm so glad you brought that
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up. So obviously we look at
the founders. They the health transformers,
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but, as you said, it's
really important to look at the whole company
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and the things that the companies committed
to. But just as important is that
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it's it's important to look at their
partners. You can have strategic partners,
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you can have investors. Sometimes you
can have other types of partners that can
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reak havoc on a company. They
can either put a lot of wind that
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the companies back or they can be
an ongoing strain on on the company.
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So we're looking to really assess and
score those types of partners that we think
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are also batteries included, that we
think are going to bring energy to health
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transformers and founders. And before a
company or partners able to be in the
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start of help network, we take
them through a scorecard and make sure that
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we think they meet these criteria that
would be helpful and useful to the community
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at large. So that's part of
the filtering we do. We've got about
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thirtyzero members of the startup help network
now. These are individuals and organizations around
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the world who are actively buying from
health transformers or investing in health transformers,
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and we've taken all of them through
the scorecard that kind of tries to assess
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and evaluate whether we think they're going
to add value to the community. And,
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by the way, this is something
we try to recalibrate frequently. You
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can have a low score and one
area one quarter and grow and another the
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next quarter, so it doesn't have
to be stagnant or you know, it's
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something that can improve and grow over
time, which is something we focus on.
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It's just a great component that you're
constantly evaluating and using this scorecard and
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improve partners, potential customers, investors, your internal team at start up health,
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which is large and global now,
and and the founders and startups themselves.
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One of the things that I found
that was wonderful that you certainly you
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haven't touched on it yet, but
you always do. And so it's this,
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the network that's created, and I
think one of the hidden benefits is
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this ability for a set of founders
to collaborate and share unlike others that aren't
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part of the startup health family and
part of being a healthcare transformer. Yeah,
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John Is, as you know,
it's it's so lonely sometimes, being
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an entrepreneur, being a founder,
being sometimes an executive leading a sales group.
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It can be really, really lonely, in particular, as we said,
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when you're being bashed about or beaten
down or Wull know of a time.
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So what we believe deeply is that
there's an extraordinary power in the network
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effect, being surrounded by a peer
network of others who are going through the
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same struggles and challenges that you are
on a day to day basis that can
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support you, that can help you, that you can lean on through your
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journey of a building a great company, Building Your Business. So this concept
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of the network effect is absolutely essential
peer networks. And what really is is
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critical here is you being willing to
give into that network more than you want
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to take out, because when you
put a whole group of people, or
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Army of health transformers, as we
call the Startup Health Global Army, if
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everyone has that mindset, if everyone
has that mentality where they're going to add
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in or they're going to contribute a
little bit more than they need out,
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then you really have this fusion takes
taking place and when you need something,
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you're going to have hundreds of people
willing to support you. So that's really
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part of the whole ethos of start
up health and I think we've seen this
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be successful and in the business world
for many, many years. Organizations like
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Ypo, Young Presidents Organization and others
that really use this concept of peer networks
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to really help speed up your progress
as you're building your business really really fundamental.
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I always thought it was one of
the best parts being able to share
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with others who had a conversation.
I was getting ready to go in a
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conversation, they were just coming out
of a conversation with a customer, or
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they just finished a dialog with an
investor and or I finished one and I
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was able to share some insize with
someone. It's great how everyone was so
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open and willing. And the best
part isn't it was sharing of information across
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borders, across categories, across solutions. Even some of us were somewhat come
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in crossover kind of competitive spaces.
We all kind of in it together.
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It was a it's a big enough
challenge to tackle healthcare as it is.
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Let's do it together. And I
love that about startup health and I think
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with specifically with fundraising and and with
generating revenue and getting new customers. This
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is a really powerful way to leverage
your networks right. Imagine, if you're
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all contributing to the network, if
you're all bringing your customers and your investors
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and, by the way, the
knowledge about those customers and investors into your
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peer network, it becomes quite powerful. You learn very, very quickly about
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who's supportive of entrepreneurs and who isn't
supportive and and as a again, as
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a peer network, you can tap
in to that knowledge base, if you
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will, and hopefully make better decisions, do better deals, get customers or
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investors more quickly and also avoid the
ones that maybe don't have the right mindset
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or maybe have been kind of a
challenge to to others in the network.
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Really Great Point, which, let's
leads me to a question. Maybe provide
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some key takeaways for early stage founders
or early stage sales leaders that are selling
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or partnering with these Large Hospital Systems
or health plans or wellness organizations? Any
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key takeaways, as they're clearly one
of them is leverage of network that you
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have to learn about those organizations learn
if they are a good fit or not.
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But any any other insights that you
see that might be valuable to those
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that are trying to penetrate those big
hospital systems, health plans and corporate wellness
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companies? Yeah, it's a great
question and about ten weeks ago we got
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together with our entire portfolio spanning six
continents and and twenty six countries, three
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hundred and thirty five companies and and
had a conversation about what we called be
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see and a see before covid and
after covid. And this has a major
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implications for sales and for fundraising,
because every one of our companies needs to
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now look at what they're doing and
how they're selling in the lens or through
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the Lens of an after covid or
during covid but world with that lends on
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so determining is what you're doing today
relevant in this new world and and just
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being very honest with yourself, before
you even get to what you're selling and
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how you're doing it, really taking
a good, hard, critical look and
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recalibrating your business for the current world
and the future world. So I think
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that's absolutely essential for all teams to
be doing. But if you think about
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these health systems, these insurance companies, these healthcare companies, the all the
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solutions we've been out trying to sell
for basically the last decade, ten to
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fifteen years, almost overnight, has
a new relevance. This is a significant
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opportunity for innovators everywhere, health innovators
everywhere, because things like virtual care,
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new delivery, these have new meaning
and health systems that may have been lagging
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in leaping into the present day or
future day are scrambling now. They're scrambling
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not just for pandemic response, but
they have a whole other part of their
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system that's being crushed right now because
patients either can't come in or are too
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scared to come in or won't come
in and so new solutions are needed immediately.
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So if you can develop your solution, if you can develop your pitch
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in a way that is relevant today, whether it's a hell system or to
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an insurance company or another company that
is selling into those organizations, you immediately
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become relevant. So really thinking about
your your relevance, I think, is
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absolutely critical. And then the other
thing to remember is is timing. We
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have something we call the the rule
of twenty one, which is anyone you
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talk to has at least twenty one
other things on their list that they're thinking
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about, probably when you're talking to
them, and your number twenty two.
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So being very cognizant of that.
I think is is a little kind of
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trick to use as as you're you're
out there, to not get discouraged and
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in particular in this time, I
would say it's probably a rule of fifty
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one, because people are watching their
kids while they're doing their business and and
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everything in between, and there's the
stresses and strains of this of this new
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world we're living in. So if
you can deliver value, if you're not
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trying to sell but you're delivering value, that is the best way to to
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really move forward in this environment.
So focusing on the relationships rather than the
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sale, focusing on delivering value rather
than the sale, focusing on listening,
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focusing on on supportive relationships, would
be probably be the number one thing I
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would recommend, and that's whether it's
with customers or investors, but specifically with
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with people you're selling into. Well, that's really great, I think.
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Think the idea there's you're making the
pauses before you're asking for withdrawals. Right,
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right, exactly. It's so it
sounds like you went through this exercise
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on a global basis with ninety plus
transformers to help them figure out how to
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iterate. I presume that anyone that
was in telehealth or remote patient monitoring is
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on fire right now and they're just
it's all hands on deck. Everyone's just
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doing wonderfully and there's they're terribly busy
in a great way. But for others
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that maybe aren't in those categories,
they've got to figure out a new way
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to become relevant, to contribute an
add value, to to become one of
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them, maybe the top five to
ten out of those twenty one things they've
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got to do on a list so
that you're relevant to a hospital system or
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a health plan. Yeah, that's
that's so. You guys did that and
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I think that's to your credit that
you did that early on, because you
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recognized the need and you stepped out
and you did it in a group fashion,
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which which makes it even better.
Right, you've got such an array
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of talent across the globe and in
so many different categories. I'm sure that
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that conversation was very intense but yet
very, very gratifying to many part of
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it. You know, one of
the things that I think, again getting
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back to the network effect, when
you have a global network, you can
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learn what's happening, what's working and
what's not working in other regions and you
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can bring that knowledge and wisdom back
to to your own experience. So we
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had people on that were in Italy, in hospitals that were experiencing the covid
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nineteen challenge. Is Three, four
weeks in advance of what started to then
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happen in a big way in New
York City, as one example. So
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it's almost like having a crystal ball
to be able to learn from those other
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other founders and to know what the
challenge is. We're going to be in
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those environments. So that's that's one
thing I you know, anyone should be
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thinking about their global network and how
to learn about what's going on in other
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regions. I think this is important
for two for things like business model innovation,
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pay attention or what's working in in
other countries around the world, because
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that might be something that you can
bring back to your region or your experience
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in novel and innovative ways. So
we absolutely focus on on that kind of
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knowledge sharing. You know, one
of the things that we've really leaned into
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in this in this new world is
really we've been a virtual, distributed platform
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from day one, and you really
have to be when entrepreneurs or whether you're
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based in St Louis Or, you
know, Bangkok or San Francisco, being
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able to be distributed and virtual,
I think is absolutely essential. So we've
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been doing hosting showcases, virtual showcases
for investors and for customers, and it's
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going in exceedingly well. Now in
this environment where you're able to get meetings
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that oftentimes, even ten twelve weeks
ago, you weren't able to get,
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everyone has instantly shifted to this new
virtual world by necessity and I think it's
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opened up a real window of opportunity
for fundraising in a new way and for
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sales development in a new way.
Really Great Point. In fact, there's
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going to be a two poor question
here. So first give you an opportunity
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to provide some inside or highlight those
that are hot inside of start up health.
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Those are the startups that are really
growing quickly, those that are unique,
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that are having great success right now, even precodd I suppose. But
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then we'll get into some kind of
questions of our babies here. I got
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to pick one of our babies here
and choose which one's prettiest. You know,
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that's that's that's the one challenge that
you get faced with. Yeah,
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I'm just so inspired every day by
the extraordinary work of these founders. Really
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the reason we call them health transformers, people like yourself, or we think
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of you all as superheroes. The
superheroes are our times that are reinventing the
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future of help. We've got companies
like conversa doing a virtual care platform that
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is really just taking off and working
with some of the nation's largest health systems
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to deliver virtual care, something they've
been doing for years. But now,
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when you start to see, for
example, tell a how visits go from
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in a hospital thirty or forty a
day before covid to three or four thousand
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a day postcodd virtual care become takes
on a whole new essential, necessary need.
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Companies like care predict that are delivering
solutions to monitor or patients from the
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home or the nursing home. So
if you imagine a suite of connected devices
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and tools that can monitor grandma in
the safety of her own home and make
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sure she's eating, make sure she's
safe and sound and sleeping okay and and
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blood pressure and heart rate a all
good, all remotely, these types of
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tools like care predict are really transformative. Again, they've been around for years,
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but takes on a whole new meaning
when healthcare providers are trying to connect
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with their patient or patients in a
safe way. We just had a company,
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particle health, just raised their series
a round with Menlo ventures. Really
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love with this company's doing to break
down the data silos in care, in
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health, which is kind of the
holy grail here, and they're they're really
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have made extraordinary progress and in creating
apis that anyone can tap into to make
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data sharing easy. But what I
love about what we get to do a
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sort of health is. It's not
anyone company or anyone team that's reinventing health
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on their own. It's really everyone
is doing an important piece of a very
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complicated puzzle, and I think that's
what's so inspiring to me. Some some
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people are doing ai and going delivering
a platform solution and others have a direct
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to consumer health tool that's helping grandma, you know, and I think there's
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a need to wholesale reinvent the full
stack, up and down on the industry
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side, is and the consumer side, and completely redesign it. There's just
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endless, endless opportunity. And to
give you a little insight to how bullish
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we are, you know, health
cares one of the largest industries, as
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everybody knows, ten trillion dollar,
three trillion dollars in the US, approximately
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ten trillion globally. And if you
stopped to think, there's at least five
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billion people that aren't even in the
health care market at all, completely shut
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out, which to us is it's
criminal and it's our moral obligation to figure
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out how we get all people in
better access to care. But it's also
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a huge opportunity to deliver care to
billions of people around the world. So
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we see it as a huge growth
opportunity, a huge growth market. Great
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answer and you did, believe or
not, you did actually highlight a couple
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of your babies. Hey, sometime
you lift. You lifted everybody up.
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So so that was a was a
great comment. So what has the effect
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of Covid nineteen been on how you're
investing and how your startups are approaching investing?
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So we launched a call for innovation
about eight weeks ago for covid nineteen.
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One thing that we've been doing in
every one of our investments in the
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past ten weeks, and we're incredibly
active. We make at least one investment
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a week. Sometimes will do twenty
in a quarter, sometimes more. We're
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looking to ramp up our investment activity
now. We believe there's a moment over
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the next three to five years where
there's customers like we've never seen before,
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there's opportunity like we've never seen before. So we want to support those innovators
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and entrepreneurs. So we're more active
and working to be more active than ever.
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But we're also looking at this concept
of are you relevant in the ACA
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world? Are you relevant in an
after covid world, or are you just
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kind of building something that was incremental
in the old world? That doesn't fly
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anymore. You gotta be all in
on the new world because we're not going
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back. Yeah, and so for
early stage founders that might be looking,
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we want to understand better what's the
typical investment size that you're talking about.
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You can ball park it for that
early stag range weather or it's seed or
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a. what's your typical participation?
At what stage and what's size we're talking
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about? Yeah, we are.
We are not the largest investor. We
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do invest up to five hundred thousand
dollars. In our seed program it's between
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twenty and a hundred and fifty thousand
and then goes up from there. We
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have two programs, one called startup
health seed and one called startup health infinity.
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Infinity is for priced rounds, or
series a and B. Again,
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we don't lead rounds, we don't
sit on boards. We are a small
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investor, but we try to bring
other big investors with us. So one
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of the things we focus on is
really helping you fill out your round and
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bring other checks with us. So, yeah, we're small investor. If
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you're interested, we have a bunch
of Faq's on our website. At there's
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a getting started tab right at Startup
Helpcom and it'll take you through all the
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details of how we invest, all
our criteria, and what I would recommend
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if entrepreneurs are interested in in learning, is there's a two minute application,
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very easy to fill out. But
we'd love to meet you, you know,
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we'd love to have a call with
you, a virtual call, and
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and our goal is to bring this
global army together. So the more people
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like you we meet, the better
and the more active we can be the
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better. That's it's such a great
asset. Once you have access to all
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of the resources, maybe give some
feel for some of the investors that that
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are partnering with you, both here
in the states and abroad. Might give
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a better sense for the investor network
that is as afforded the sort of health
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member. Yeah, so when we
started we were mainly backed by entrepreneurs themselves,
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people like Mark Cuban, Steve Case
Esther Dyson, chairman of our board,
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00:32:27.039 --> 00:32:32.069
Jerry Levin, who was the CEO
Time Warner created HBO. Now we
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have a number of strategic backers as
well, Kaiser, permanent adventures, Nevardis
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Kaz which is a midsize pharmaceutical company
at Super Pharmaceuticals, Blue Cross, blue
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shield guide, well so aurora,
advocate healthcare. These are health systems,
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insurance companies, healthcare companies, and
their goal is to commercialize the innovators,
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00:33:01.609 --> 00:33:07.730
the entrepreneurs, that health transformers in
our network, as well as further invest
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in them. So what we focus
on doing is really connecting in to those
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partners that want to deploy much more
capital than us and, more importantly than
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capital, commercialization opportunities. As Mark
Cuban, our investor, says, sales
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solves everything. Sales is the best
investor, you know. So we focus
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on customer development and and really beefing
up the network with healthcare companies, large
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employers, tech companies that are doing
more in healthcare, obviously the pair community,
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the health systems and healthcare companies,
all the way up and down the
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stack. And we do this on
the be to B side, be to
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be to sea side, as well
as be to sea side. And again,
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our network is expanding every day because
of the health transformers that are coming
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in and adding to the network.
Rate Selling is is is terribly important,
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but less or less two questions.
One of them about selling. What's the
381
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biggest challenge for early stage founders in
all those different topic and selling, whether
382
00:34:13.280 --> 00:34:17.000
it's awareness or determined to go to
market, strategy, finding product market fit,
383
00:34:17.400 --> 00:34:22.440
building a team, messaging, what
do you see when you when you
384
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are out there observing all the different
startups that are part of your organization?
385
00:34:28.989 --> 00:34:37.030
I think until ten weeks ago,
the biggest challenge was really unavoidable. It
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was the legacy forces, the legacy
in industry, really being unwilling to change.
387
00:34:45.619 --> 00:34:52.130
There was this resistance up and down
the ladder where there just wasn't enough
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momentum, there wasn't enough transformation.
There was a lot of talk, you
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know, we were focusing on it
for a decade. You know, the
390
00:35:01.849 --> 00:35:06.849
created moment of creative destruction is almost
here. It's here, it's going to
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be here, and sadly it took
a pandemic to force it, because overnight
392
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we have seen a pretty radical transformation
these organizations are are concerned, they have
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real challenges, whether it's on the
front lines or just re engineering a whole
394
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workflow or system. There is a
whole new generation of opportunity to really and
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and a whole set of customers that
are open to change now. So I
396
00:35:44.579 --> 00:35:47.980
getting back your main question. I
think the the biggest challenge has been the
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resistance of the Industry today. I
think it's not being stuck on your old
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past and being nimble enough to quickly
adapt to this new world without throwing the
399
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baby out with the bath water,
without kind of change for the sake of
400
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changing, because a lot of technology, these tools, solutions, ideas are
401
00:36:13.239 --> 00:36:17.320
just becoming more relevant now than they
were. So it doesn't necessarily mean you
402
00:36:17.400 --> 00:36:22.989
have to change, but the more
you can think about that and adapt to
403
00:36:22.829 --> 00:36:27.909
the real market needs of where things
are going, the better. Soul thing
404
00:36:28.110 --> 00:36:34.380
is exposed weaknesses and it's going to
create opportunities for the next generation of startups
405
00:36:35.099 --> 00:36:38.860
and technology solutions that are going to
be available to the market, and that's
406
00:36:38.860 --> 00:36:45.179
exciting and you are leading away unity. This has been a great peak into
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your world, that start up health. I wish you all the best and
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continued success. Tell me what is
what is the best way for those that
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00:36:52.530 --> 00:36:57.570
are listening to connect with you?
Thank you, John and and it's great
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to have you as a health transformer
alum. The best way to get me
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00:37:00.369 --> 00:37:06.880
is on my email. Unity.
You and Ity at startupelpcom directly. If
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you're an entrepreneur that wants to join
startup health, you can go to our
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website to the getting started page.
In quickly apply mention my name, but
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feel free to email me too.
I respond to all my emails. Thanks,
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00:37:20.389 --> 00:37:24.670
younity. Thanks for listening to this
episode of the Revenue Series on BB
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00:37:24.829 --> 00:37:30.179
growth. I'm your host, John
Grispin, founder and sales coach at early
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00:37:30.219 --> 00:37:32.980
revenue. Please connect with me on
link thin. I am happy to answer
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00:37:34.179 --> 00:37:39.219
any questions or provide recommendations. You
can also email me at John at early
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00:37:39.300 --> 00:37:44.849
REVENUECOM. If you like this episode
or you have a question, join the
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00:37:44.889 --> 00:37:50.489
discussion on Instagram at be to be
growth. Thank you for tuning in and
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00:37:50.809 --> 00:37:55.090
for subscribing to be to be growth. Until next time. I am a
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00:37:59.239 --> 00:38:02.039
are you an early stage tech founder
that's frustrated by limited sales? Do you
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like the time to dedicate to a
traditional sales training program John Griscom's earlier revenue
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sales program helps early stage founders accelerate
sales in large accounts. He's built a
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00:38:12.719 --> 00:38:15.630
playbook that transfers what he's learned as
a founder and sales leader into a condensed,
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00:38:15.829 --> 00:38:20.829
easy to implement program if you're ready
to increase your startup sales capacity,
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00:38:20.869 --> 00:38:28.139
visit early revenuecom to get started today. It's sweetish. We're on a mission
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to create the most helpful content on
the Internet for every job function in industry
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on the planet. For the BB
marketing industry, this show is how we're
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executing on that mission. If you
know a marketing leader that would be an
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00:38:40.179 --> 00:38:44.969
awesome guest for this podcast. Shoot
me a text message. Don't call me
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00:38:45.170 --> 00:38:47.650
because I don't answer unknown numbers,
but text me at four hundred and seven
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00:38:49.010 --> 00:38:52.210
for and I know three and thirty
two eight. Just shoot me their name,
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00:38:52.530 --> 00:38:54.369
maybe a link to their linked in
profile, and I'd love to check
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00:38:54.449 --> 00:38:58.440
them out to see if we can
get them on the show. Thanks a
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lot.