James Currier

In the end, I did hire a person who knew the health care sector because it took me about seven or eight years to understand a bunch about the health care sector. It is very deep. It is very complicated. There's a whole set of new terminology you got to work on. And so I just didn't know what I was doing. I came in naive. And the healthcare system just spits up naive people like me.

In the end, I did hire a person who knew the health care sector because it took me about seven or eight years to understand a bunch about the health care sector. It is very deep. It is very complicated. There's a whole set of new terminology you got to work on. And so I just didn't know what I was doing. I came in naive. And the healthcare system just spits up naive people like me.

And I had already had three successes, but I was not naive about how you finance things or how you hire people or how you build good product. But I was naive about how the healthcare system worked. And we weren't getting bashed around. We were just getting ignored. Nobody cared. So for the first three years, we were just ignored. It was very hard to fundraise and it was very hard to get pilots.

And I had already had three successes, but I was not naive about how you finance things or how you hire people or how you build good product. But I was naive about how the healthcare system worked. And we weren't getting bashed around. We were just getting ignored. Nobody cared. So for the first three years, we were just ignored. It was very hard to fundraise and it was very hard to get pilots.

So we grounded out, we grounded out and we actually built the product. And then suddenly one person liked it and then three and then 10. And we were then on the stage and we were the hot thing. for about six to eight months. And I was like, my God, we waited them out. It took three and a half years, but we are the hot thing. Everyone's talking about this new hub strategy.

So we grounded out, we grounded out and we actually built the product. And then suddenly one person liked it and then three and then 10. And we were then on the stage and we were the hot thing. for about six to eight months. And I was like, my God, we waited them out. It took three and a half years, but we are the hot thing. Everyone's talking about this new hub strategy.

Every self-insured employer needs to bring on one of these big pieces of software that we've built to manage all of their employees' healthcare. And this is awesome. And then in the end, what happened was we had nine salespeople and we had all this pipeline.

Every self-insured employer needs to bring on one of these big pieces of software that we've built to manage all of their employees' healthcare. And this is awesome. And then in the end, what happened was we had nine salespeople and we had all this pipeline.

And the consultants who consult to the self-insured employers in the United States, there's three of them, Towers Watson, Aon Hewitt, and Mercer. One of them had even invested $4.5 million in us. One of the people in their organization told other software companies, this is what's selling. This is what everyone wants. You should sell this. Here's GIF's deck.

And the consultants who consult to the self-insured employers in the United States, there's three of them, Towers Watson, Aon Hewitt, and Mercer. One of them had even invested $4.5 million in us. One of the people in their organization told other software companies, this is what's selling. This is what everyone wants. You should sell this. Here's GIF's deck.

Because if you have the same product GIF does, then I can make money by running RFPs against all four of you. But if Jif is the only source of this, then I don't make any money because they just buy you.

Because if you have the same product GIF does, then I can make money by running RFPs against all four of you. But if Jif is the only source of this, then I don't make any money because they just buy you.

And so for those people in those organizations to make their living, they needed to create competition and create fear and uncertainty and doubt in their customer's mind so that they would continue to need the consultant. And if the hub strategy had gotten implemented, no one would have needed Towers Watson because all the data would have been right there.

And so for those people in those organizations to make their living, they needed to create competition and create fear and uncertainty and doubt in their customer's mind so that they would continue to need the consultant. And if the hub strategy had gotten implemented, no one would have needed Towers Watson because all the data would have been right there.

They could have added something or removed an app at a click of a button, no contracts needed. It would all just been electronic. All the data would have been there. We would have desiloed the information. Everyone would know what are working. And so to protect their business, they ultimately ensured that the hub strategy has not been implemented.

They could have added something or removed an app at a click of a button, no contracts needed. It would all just been electronic. All the data would have been there. We would have desiloed the information. Everyone would know what are working. And so to protect their business, they ultimately ensured that the hub strategy has not been implemented.

And the four companies that then raised between $150 and $300 million each to compete with us and then started giving out the same deck, none of those have done very well because the system itself is resisting improving. It resists change because it reduces costs. It improves quality of care and nobody wants that.

And the four companies that then raised between $150 and $300 million each to compete with us and then started giving out the same deck, none of those have done very well because the system itself is resisting improving. It resists change because it reduces costs. It improves quality of care and nobody wants that.

Yeah.

Yeah.