Episode Transcript
[00:00:00] Speaker A: I personally do not think AI will replace therapists. The average therapist is always going to have in like five years from now or like next year, an AI copilot. So they will help them with the average day to day and it should be at their discretion to what extent they want to use that copilot.
[00:00:18] Speaker B: Welcome to Skindeep. I'm Dr. Ana Chacon and today we have a very special guest joining us. Get ready for some expert insights you won't want to miss.
Tell everybody a little bit about yourself, where you grew up. I think you were telling me Tunisha, right?
[00:00:33] Speaker A: My name is Akram. I was born in Tunisia. I grew up there, born and raised. And then I lived in Europe for a while and then I moved to the US to California, back in like when I was like close to 21 and then I completed college there. So I grew up in a kind of a mixed background, mixed culture and then went to school in California. Then I moved to San Francisco for my first job. I worked in financial services for a big consulting firm. And then being in sf, I was, you know, in the kind of the Mecca of tech in general.
I was really kind of thinking of hey, so I would really want to get into the tech space. So I went for a coding program after spending a couple of years in financial services and coming out of that I was thinking, okay, probably engineering. But since I had the business background, product made a lot of sense.
So I started my shift towards a product career in tech and then I spent a few years doing that and then into my tenure as a pm. That's when Egg Med came alive. Initially it was a personal story. I mean my whole life journey has had a lot to do with mental health. My dad had Alzheimer's for 10 years and I was a therapy consumer for some time. And I just found myself having like an early career existential crisis. What am I doing with my time as far as purpose? So like mid was more like was really the product of a case. I want something that I care about. So started the company really to help track how I was feeling between sessions, therapy sessions. And it grew into a much bigger platform, a full on EHR for behavioral health.
Fast forward a couple of years. We would. We had a soft launch in New York Q1 of this year. We spent the whole year iterating. We have live users on the platform and super excited. A lot of exciting things happening really right now with the company as well as the second company that's being spun under the first company that solves different problems for Hospitals and healthcare organizations using AI agents. So that's kind of the quick story.
[00:02:24] Speaker B: Tell everybody about the Egg Med and a little bit about what it was. Was it your baby? Were you the main founder?
[00:02:32] Speaker A: Yeah, so I was the main founder of Egg Med. It was definitely what I would call my baby. Just a personal kind of interest in the space, which started as a, as I said, a small, unique use case of continuous care tracking how I was feeling between sessions as a therapy consumer. I am a solo founder. Obviously since then there's been more team members who joined and although I'm working pretty hard, many team members are really making this possible and I'm just contributing to the bigger picture. And right now we have maybe 13 to 16 team members across, primarily engineering as far as, as well as design and marketing. And that is between Egg Med, which is the core company platform, as well as Reteo, which is the other company that's currently running pilots that are in an adjacent market.
[00:03:22] Speaker B: So tell me about these spinoffs, these company spinoffs. Why did you do that? I didn't know that when we spoke last time that you were doing those things. Why did you feel it was necessary? And how long have you been doing this too? How long has EGMED been kind of in existence?
[00:03:40] Speaker A: So Egg Med has been in the works for two and a half years, has been live with real users since Q1 of this year and paying users since then. And then the spinoff, which is retail, is currently doing trials pilots with some clinics in the US and the reason it exists is that if you are in the EHR or system of record business, it is very difficult to sell a platform into an organization that is going to switch their operating system. So it's a heavy lift. Right.
So we had a lot of people who would check out the product. They would love a lot of things about Egg Med, but they would say okay, but it is very complicated to switch things over, especially that the average organization is not just using an EHR or an RCM system, they're using products built on top a lot of dependencies. So you can just switch it up. In that sense, retail is the product of a lot of work we've been putting into voice AI, SMS AI and email AI agents that would have been part of AgMed. But since there are a lot of other practices who have existing AI ehrs who would love to use the tech anyway, we spun this out into a native omnichannel AI agentic workflow builder that will have will sit on top of other ehr. So it's fully interoperable but we still kept the native integration between Retio and Egg Med. So if someone wants both with us, they will still get that native integration.
[00:04:57] Speaker B: Tell us a little bit about what you did before Egg Med.
[00:05:01] Speaker A: Before Egg Med I was working in products for those who might not know that they can industry really well. Product is a discipline or career in tech where you are defining what happens with your subsection of a much larger product. Example, if you work at Meta, you might have a PM who's focused on one part of what messaging. Does that matter? So I was a PM at different companies focused on one smaller piece of a much larger organization managing, not managing, but managing what happens with the roadmap strategy, deciding hey, where are we taking things next? And that was for six and a half years. And then from there I moved on.
[00:05:38] Speaker B: Moved on to admit how about the health conference? You were telling me it was your first year, correct? What did you take away from it? Why did you go to it? How'd you hear about it? Would you go again?
[00:05:49] Speaker A: So one of my favorite kind of parts of the journey of being a father is the number of extremely talented and smart people I've had the privilege to meet. And two main events kept being brought up as I've been going to some multiple events over the past two years.
One is health and the second is hims. So I was told those are the big ones. So ultimately it happened because a lot of what became friends of mine recommended going. So that was my first time and I would say it over delivered in terms of the quality of in person connections and conversations that health has unlocked in terms of. I walked in there thinking okay, if I can walk out of here with three good connections it would be amazing. I walked out with maybe seven to nine of them that we actually had quality time, sat down and we actually still we are just talking as far as collaboration partnerships or just positive friendships with like a professional spin to it. So in that sense I highly recommend it. And then you look at the transactional side of health. What's really sets it apart from my perspective is it's really set up to connect people sometimes into any transactional capacity. So my calendar was full with like back to back meetings for almost three days and to me that was worth a lot because obviously if it's in person it does create a better relationship. And then last note on this topic, we live in a world where like the AI solutions that automate interactions are all over the place.
A time will come where you will hear from somebody, even a video and you will not know if it's a real person sending a message or just an AI agent. So I think in person events and in person interactions are going to get more and more valuable over time.
[00:07:28] Speaker B: What makes it unique, like different specific features or workflows? Does it use AI? What makes it different from other EHRs that are really notorious for being very clunky and burdensome? And how do you balance regulatory requirements with the need for a seamless user experience?
[00:07:46] Speaker A: Let's get compliance out of the way.
And HIPAA and other kind of compliance frameworks in other markets like GDPR are a set of rules, they have to be followed. Most of the what, what I think most companies will do is hire a third party firm they can work with to define the gaps they have and define what they have to do in order to become compliant and then stay compliant. So in that sense we have to follow rules predefined by third party and then keep staying in compliance. Now differentiation, that's the tricky part because it's not always easy to quantify when you're building a product in what people might call a red ocean, because EHR platforms are definitely a red ocean, meaning there's a lot of competition.
It's really not helping as far as adoption because you have a lot of people building in this space. But the good news for us is that the average EHR user practitioner does not love their ehr. So we have an opportunity and you can actually have a really good impression during a demo if you have what I would call a maybe like a B minus B product versus having to really have an amazing tool built for consumer if you're being, if you're in that space. So even though it's very busy and saturated, the bar is not really high as far as building a product with pretty good user experience.
Now that's not going to be enough to really differentiate because if you want to sell into larger organizations in healthcare, you want to cater to more complex needs. So where we stand apart is the RCM side revenue cycle management. We have spent a lot of time working on having the right infrastructure frameworks in place to support organizations operating across multiple states, multiple credentialing situations, fee schedules, providers to make sure we always resolving for the right information on the right claim at the right time to push everything through. And that also converges with us being like an end to end solution which includes the enrolling with insurance providers, submitting the claims, posting the eras. So it's like an end to end experience and so yeah, that's where it sets us apart. But you do also mention AI and everybody's doing AI nowadays. I think the most common use case is the ambient scribes. Yeah, people into that market were overcharging, I think 250 plus dollars for like, you know, monthly membership and now you can get it for as low as like $15 for 40 hours a week. So it's been commoditized and in that sense there are tools that every single EHR will have to have at some point, including the AI scribes. But what really sets us apart is early on investing into the technology that focuses on the front office automation. We can run outbound and inbound campaigns that will replace 75 to 85% of the front office team member and managing calls, messages, emails, answering questions within the platform itself. And this is using the native retail integration. So it's kind of investment that stays on the platform if you want it.
[00:10:38] Speaker B: What kind of user feedback have you received from clinicians? Any patients using Egg Med? And why did you call it Egg Med?
[00:10:45] Speaker A: So starting with the name, looking for eggs are something that people have to care for. They're very fragile. The hand was more like of a hand holding the egg. So it's a symbol of care and being in healthcare. We thought that was going to be something that we people would like and feedback has been positive. Now onward to user feedback coming from product. I guess my focus as a product manager when I was in that line of work was really having as much kind of lifetime with users as possible.
So I'm very focused on recurring weekly calls, monthly calls with users to check in in general. So the way we work is we have open communication channels. Every single client of ours has a dedicated Slack channel which is a communication tool. And in that channel they have designers, engineers, cs like they have. Everybody is in there to help with anything they need. So we have recurring calls, weekly calls, biweekly calls, but we also have activity on existing channels if users have any questions or feedback or something like that. So in that sense we are very close to our users and I think we'll just keep that over time. We haven't gotten to a point where we are quantifying like funnel conversions and usage rates for these types of features. But overall most of the feedback has been very kind of qualitative. How are we doing? Any improvement suggestions? And in that since our kind of churn rate has been extremely low and we're very happy with the current state.
[00:12:05] Speaker B: How many people, just out of curiosity, do you have in your organization, how or in your company, how long did it take for this to be built? Like, how long were you working on it for?
[00:12:16] Speaker A: So the initial POC prototype that was tracking things between sessions, that was more like six months worth of, you know, some putting things together. But the actual EHR is a much, much bigger undertaking because you're building seven, eight, nine products in one product based on with compliance and security standards, it becomes very complicated. That took the better part of almost two years, like one year and 10 months just working on that. And that's why I think the average cost for building an EHR Nowadays with AI, things are shifting, but at least 1 to 1.8 million to build a proper EHR platform. With everything in place, how were you
[00:12:53] Speaker B: able to raise that or achieve that sort of capital?
[00:12:56] Speaker A: We bootstrapped all the way from the beginning. I spent a lot of my personal savings on this and kind of working very hard for some time and then using a lot of those savings. And then I have family members who are also interested, my older brother, into the project. So he also put in a lot of money into it. And at this point, we are live and we bootstrapped all the way till our soft launch. But to be very transparent, we had some angels join us. Since we soft launched in Q1 of this year, we're not actively fundraising, but for if somebody's strategic to us and we think there is potential synergy, we're kind of open to that conversation.
[00:13:33] Speaker B: What need did you see to develop an EHR? Like, there are so many EHRs. You know, epic is a huge monopoly, as we discussed. You know, they have their strongholds on a lot of stuff. You know, lots of huge hospital systems use epic.
What made you think come to the realization that there was space for another company in this realm?
[00:13:57] Speaker A: So when we built the company in the hr, we didn't really think have EPIC or hospitals in mind, in our opinion. In my opinion, it was more of a, okay, so we want to build an EHR that can be used by a behavioral health provider with their therapies, clients who have a better experience. And that's what. That's where things started. So we're not starting at not targeting larger scale, and we probably will stay in this smaller segment for maybe the lifetime of the company. I don't think we'll be ever targeting the EPIC market because that market is extremely difficult to move. The sales cycles are even worse than the average sales cycle in healthcare, and I don't think that's really what excites US most. I would love to be in a space where we can help small and mid sized care delivery organizations and we can that to us could be a sweet spot.
[00:14:42] Speaker B: And you and I discussed this, but you are planning on going to France. So now this is only live in the United States, right? And then your second target location is Europe because you have family ties there and some work contacts.
Why Europe? And what's the difference you think in terms of working there compared to, you know, in the us like what are some differences that you can just think of off the top of your head?
[00:15:10] Speaker A: Top of my head. So first Europe, because I do have personal ties and family and networks in Europe, Germany and France. I was in med school for a short time and a lot of my friends right now in Belgium and France are doctors. So in that sense it's an easy conversation to kind of open open doors.
Top of my head is the commercial effort in Europe is different. Like the way you do business. It's really, I know in the US it's really, really ship building, but I think it's to an even larger extent in Europe and knocking a few people can have much higher impact at a much larger scale than the US So in that sense really focusing on targeting key individuals that can almost managed markets because these are kind of smaller markets versus the whole United States. So in that sense we'll probably have a regional growth strategy in Europe where we'll divide France into a few territories or like different countries and have EDRIS that will manage the managed growth. And then obviously compliance. France versus the Europe versus the US Healthcare data, very different beasts. Although there's a lot of overlap between HIPAA and gdpr.
GDPR is going to have slightly more requirements. For example, you need to have a designated DPO in Europe. That's going to. Because you manage sensitive data in the US you don't have to have a designated GPO data where it lives. Europe wants data in Europe. The US in general is okay with data not being in the US as long as you're HIPAA compliant. We can talk about this for a long time, but there are a few nuances as far as compliance too.
[00:16:41] Speaker B: And about the compliance aspect, besides HIPAA certification, what other certifications just for our audience that, you know, maybe doesn't know this. Did you have to obtain to just work in this space or develop a product in this space?
[00:16:57] Speaker A: So let's clarify a couple of myths. There's no such thing as being HIPAA certified, even though you'll see that term in the U.S. no one has authority to issue like a certification. But what you can do is you can work with a third party who will say you're a HIPAA compliant and they give you like certificate to post on your website. So that's kind of the way it is in order to operate in the U.S. hIPAA compliance is what you need until you need more to work with larger, more complex organizations giving you examples. If you work with organizations that serve Medicaid patients and if they have to be part of federal incentive programs, they will have to use what they call ONC certified systems. And that's the certification that you will actually have to get certified for with a few kind of stakeholders you have to engage with. So in that sense, for us right now, HIPAA is enough to sell into our market. But should we target hospitals or like specific organizations in the future we will have to get that SOC 2 certification
[00:17:54] Speaker B: and then or so I didn't know that about hipaa. So you're saying there's no such thing. Then why would you, why would you like pay. I think it's usually attorneys, right, health care attorneys to go through this expensive process.
[00:18:09] Speaker A: I don't have enough data to opine upon the state of the market as far as who delivering the compliance. But I think most of the market is held by organizations like Venta Drata Compliancy Group and their whole job is to work with practices and technology companies to be compliant.
They might have attorneys on staff, but they will just sell you a platform with a checklist of things to do and policies to create to be HIPAA compliant. But technically you can fact check me on this. Last time I checked, you can self attest to hipaa. There's no seal of, you know, approval that the government is going to look for. But it is going to be important in case of like litigation over or in case of there's a breach. You will have to show that you have worked with a third party to take the proper measures to prevent data breaches or whatever. Because in the absence of that you're not really, you know, doing what you should be doing as a company.
[00:19:03] Speaker B: So talking about like HIPAA breaches, they have really serious penalties, you know, like millions of dollars. Like you hear about these things that you know, happen in hospital systems and the fines are huge.
What measures do you guys take to protect your users yourselves as a company from these horrible things that you hear about in the news that really can happen to anybody.
[00:19:28] Speaker A: So there's a long list of things you have to do in order to remain have A complaint, but highlighting a few important one, understanding how sensitive it is and how aware one needs to be when working with Phi.
So in that sense, anybody, we need to be super careful with any individual in the organization that has access to Phi. What does that mean? If you sign up tomorrow as a provider with us, we will sign a baa. We will be covered under that baa. So we can't see that data under that BAA as needed. But the measures you should take as a company is if somebody does not need to see that data, you should take measures and make sure they don't even see it at all. Because most breaches and situations where somebody is getting hacked is not really an issue with infrastructure or, you know, some server being like not set up properly. It's human error. And somebody went to a random cafe and they left a laptop and there is no 2fa and they got into that device and there's the data available to everybody. Right. Just a random example. So in that sense, what we do is we do all the necessary work on the infrastructure side, aws, all our services, the compliance, all that stuff. But we are also hyper aware of any access to Phi and restricting that as much as we can. And then the other stuff is like transcription in transit, address, and all that stuff is just a matter of checking the boxes and having the right policies in place.
[00:20:51] Speaker B: AI in therapy. You've sparked discussion about whether AI can replace therapists. Where do you draw the line between AI as a supportive tool versus a replacement for humans in terms of healthcare?
[00:21:04] Speaker A: I think there's a storm happening in this space in general for probably over two years now. I personally do not think AI will replace therapists. I personally would never probably seek AI as a source of therapy. But are people currently using AI as though AI was a therapist? Yes. Can we stop that? No. Will we stop that? No. Will companies get funding to replace therapists at scale? Yes, they will, because the market is huge and you know, money will follow you know, where there's opportunity. Now where I think is important is maybe making sure that first therapists and mental health providers in the driver's seat as far as driving compliance, having the right safeguards in place. We had people commit suicide because of, you know, talking to a fictional character. We had a lot of kind of situations where we could have done something. So some states are taking measures coming up. I think Illinois is one of them. Led like defining how AI should work in the context of therapy. But I think what's going to happen is that the average therapist is always going to have in five years from now or like next year in AI copilot. So they will help them with the average day to day and it should be at their discretion to what extent they want to use that copilot. Maybe it's going to help them with the quality of care. Maybe they think it's not good for their care and they will not use it at all. I think it's going to be a personal decision, but I think there's a lot of value to be derived from using AI for optimizing things, avoiding mistakes, reminding you of what happened with that client if there is access to all that data in a contextually relevant way. So I do see the value, but I think we need to be extremely careful with saying hey, here's your AI therapist. Because that doesn't sound safe or smart at all.
[00:22:45] Speaker B: Yeah, correct. And you know they don't have a license to practice medicine yet.
So I'm, I'm glad. Yeah. That, that we're still thinking that we need people to work in these areas.
Ethical Spring Health's framework caught your attention. How is EGMED approaching the integration of AI, current limitations and recognizing and responding to mental health crises? How can you address them in the future?
[00:23:14] Speaker A: The good news with AI is that AI can outperform humans in terms of looking at contextual data for a very long period of time and passively flagging issues or risks for to be reviewed. So for example, AI will have the capability of looking at notes for like a three to four year period and helping you understand trends that maybe a switching therapist over a three year period might not allow them kind of to understand or see as care has been interrupted. So in that sense, the way we're seeing things is AI is going to support therapists as they look at the continuum of care for that specific client or patient so they can see the big picture and then they can help them with the day to day as in ambient scribes and giving them session prep so before they see a given client. Okay, you're seeing AK today, guess what? These past two weeks, based on his journal entries, based on data we're getting about his mood, that he's been logging based on some scores he's been doing.
This is what we think is happening. He has not left the house. Maybe I have addiction problems and I was close to a liquor store for too long.
There's a lot of stuff you can do to help providers get more actionable data walking through that therapy session. So over time I or my team will not decide what will be using AI as far as telling providers what to do. But we have clinicians who are current users who will be guiding us through the process of, hey, what would you want to see from all this data that will be helping you out with this client collaborations.
[00:24:41] Speaker B: You've highlighted partnerships with organizations like the Mentor Project. How do collaborations shape Egg Med's direction and impact?
[00:24:50] Speaker A: I think as a company working with different organizations in this space, it's important to build relationships and build trust. So I personally do love nonprofits. I think they do. It's very important to give back or try to give back in, even from the lens of being, targeting, trying to be a company out there, you know, making profits and growing, growing its market share. So in that sense, I do think it's important even when you're not really in the green yet as a company to understand that there will be stakeholders that you can partner with and even there's no direct benefit as far as transactionally getting value from that direct relationship. Over time, building those relationships will help you maybe establish trust, help people understand what you're doing, and maybe buy some good faith. Because you never know that person that you might have worked with at this company might end up somewhere else and you might end up having, you know, some deals or business kind of transactions out of that.
[00:25:43] Speaker B: Leadership philosophy, as a founder and leader, what values guide your decision making, especially when facing tough choices or uncertainty?
[00:25:52] Speaker A: So if I had to summarize my job into things so like philosophy wise, I would say kindness is something that we're losing nowadays every single. For me working with my team, that is the one thing we have to keep in mind. Startups are working under conditions that can be extremely stressful, but very long hours.
A lot of uncertainty. I think setting kind of the tone of, hey, we will be kind no matter what is one thing that I think keeps us, you know, keep the environment positive and make us feel empowered. And then on the other hand, on the more business side, I think my job is to measure ROI on a daily basis because ultimately, as a founder, you're managing opportunity costs across the board, whether it comes down to engineering time or it comes down to your burn rate or spend for marketing and growth. So in that, in that sense, I would say my philosophy is I look at everything from the lens of what is the ROI on that and what is the opportunity cost of doing that instead of doing something else.
[00:26:51] Speaker B: What have you learned about yourself through the process of building Egg Med? How has your perspective on healthcare changed since you started?
[00:27:00] Speaker A: So since I built this company. I think the biggest thing I've learned is I think I'm a lot more patient and resilient than I thought I would be. Because with startups you will run into problems daily, if not weekly or monthly. Monthly is probably an overstatement, but so in that sense, if I had to look back at all the problems we had to encounter and what we had to address and move on, I wouldn't have been able to probably deal with that. If you had to ask me on day one, I'd have said, no, it's not going to happen. That's going to be too much. But looking back, I think, I really think it's a journey of learning to be resilient and patient. And that is those are two things that I've definitely been able to kind of work on.
[00:27:40] Speaker B: What's next for Egg Med? Any upcoming features, partnerships, any initiatives that you're particularly excited about?
[00:27:47] Speaker A: So what's next for us is we will be opening up the gates for onboarding for larger organizations. So we have a pipeline of companies that are looking into getting onboarded on Egg Med. Right now we have try to limit the onboarding to smaller organizations like one to five providers, but in Q4 we're opening things up. We also opening up a lot of components of our API to allow for people to integrate other services into Egg Meds and allow for better interoperability. And then looking at Q1, Q2 of next year, I think we'll keep investing into the RCM side and the coupling of AI with rcm. And I believe there is huge ROI there for a lot of startups because that space is changing by the day. If you think of the average organization, you have medical billers and billing organizations that will come into your practice and charge you, let's say, 3 to 6% of total revenue. And their job is kind of, you know, pushing claims through credentialing and stuff. But over time, technology has gotten much better to a point where a lot of what medical billers do is kind of fully automated. So I think we'll see a future where EHRs that invest early in the better RCM infrastructure will produce higher value for those practices and therefore spend way less on those percentage based revenue shares.
[00:29:03] Speaker B: Yeah, that's. I agree. And then what advice would you give to entrepreneurs, other clinicians looking to also innovate in the healthcare technology space?
[00:29:12] Speaker A: I would love to see more clinicians looking for startups to partner with. I think there is a, maybe a healthy level of reticence when you talk to clinicians out there. A lot of them get engaged by startups all the time for many reasons and, and I know everybody's busy but I would love to find a better way to engage with clinicians because we always looking for clinician entrepreneurs to get involved with us now for people who are might not come from the clinical space, I'd say really learn to understand that healthcare in general and building in this space is very different. You cannot really move fast and break things. You have to be extremely careful. It's really trust based kind of. It's a very different dynamic. You're not walking into a space that's like it's not attic. You will have to be extremely mindful of people's needs. The sales cycles are extremely long and it's really going to be a multi year journey, not a three year, three month mvp. And then you're in the green after six months.
[00:30:05] Speaker B: You've noted technology cannot fix policy, but it can make the system more humane. What policy changes would you like? Would you most like to see improve access to health care, mental health care as well? And how can tech companies like edmed help bridge the gap?
[00:30:21] Speaker A: In the meantime, my biggest headache building egg medicine again about this space is the insurance side. I think there is so much wrong with the way insurance is set up in the US especially that we also look at other systems in other countries and it's to a point where it's almost comical. I really think we should possibly move to a point where we have more centralized systems or system ideally in a better world.
And I really think again it's possibly beyond egmed but getting money out of this space in like a lobbying capacity would be amazing to see. A very basic example is if you look at the GLP1 pricing and what the US government was able to negotiate for Medicaid I think was like $1,500 or like 13 for Ozempic. And if the, if the average consumer goes to the website for Ozempic they will get half that price by cleaning on the form. How is our government out there getting the worst deal possible? You know, like how is that even possible? How are we so inefficient taxpayer money so in that sense probably beyond what we can do at this stage. But if we are ever able to get up there and be among bigger stakeholders, I would love to see more effort to really help, you know, for equity and better access to care.
[00:31:39] Speaker B: You commented on Weight Watchers and Amazon Pharmacy partnership and the importance of convenience. How do you see the role of convenience involved evolving in digital health. And what lessons should clinicians and tech builders take from this trend?
[00:31:53] Speaker A: There's the clinician patient dynamic, but ultimately it is still in a business setting. A clinician is running a practice or they're working for larger organization that's running a business. And convenience is very important in that sense. So if a consumer is used to ordering whatever it is you want to order, like a ski helmet and it's there within two days and Amazon is saying, hey, you know what, we can also do that for your medication and consumers see that it is a known behavior that's extremely convenient and that's going to cause a lot of organizations to really raise the bar for customer service and maybe not compete with Amazon as far as meeting what they're doing as far as delivery times, but at least understand that even though I'm never going to advocate for multi billion dollar companies entering the healthcare space in this fashion, but they are going to raise the bar for everybody. So if you are producing GLPs or selling GLPs or if you're a pharmacy, you will be up against a that can produce this at higher volume, at good pricing, with very quick delivery times.
[00:32:52] Speaker B: With recent breaches like the 5 like F5s, how do you approach data security and patient trust at egmed, especially given the sensitive nature of health records?
[00:33:03] Speaker A: I think this is related to the on one hand, check the bus for compliance. You're operating in a space with clients who might have needs to be fulfilled. So that's going to be the short and quick answer. Work with your third party company that's going to tell you what to do and follow those rules. And then second, listening to users sometimes, even though what you're doing is compliant, your users might have opinions as to as far as the ethical side. Right. Giving you a good example here is how do we feel about using session notes or session transcripts to train AI models in general, how do you feel about receiving that video somewhere on maybe even a secure, you know, AWS bucket? So in that sense, what I'm trying to get to is that there is what you need to do to be compliant and there is what you need to do to improve kind of your brand visibility and how people perceive you as a platform. And I think they both have to happen. Otherwise if you're just checking boxes, people might still not trust you and you might find yourself, you know, in a bad kind of PR situation.
[00:34:04] Speaker B: Any parting words?
[00:34:06] Speaker A: I would love to collaborate with more clinicians in the U.S. so if there's any clinician kind of seeing this, please feel free to reach out. We at Egg Med, at retail and even startups out there would love to kind of partner with people, hear from people, and maybe even see more clinicians in leadership positions. So may, may this be kind of a call for people to reach out and maybe have a conversation?
[00:34:27] Speaker B: Well, thank you so much, AK.
