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If you have a proven model (and it can be on a unit economic basis, it doesn’t have to necessarily be a profitable business), but if the unit economics are proven, and you have a very good team, and it’s a better solution for the market, you really have to push yourself to an uncomfortable place. Because others will see that – it’s not groundbreaking, or contrarian. And those opportunities, particularly in very dynamic and disruptive markets, tend to break out…
It’s rare you’re going to see a very successful services company that’s taking market share and enjoying disproportionate growth that is not in some way leveraging technology either to differentiate their service, or to enable scalability.
Price is a powerful data point – what a customer is willing to pay for a product or service in a competitive market. Having customers, people that have made that decision, is a valuable thing.
We love services. There’s revenue, often times there’s profitability. To change the healthcare system, there’s change management, you need customer support, you need to teach people how to operate in a different environment.
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