I think it's so interesting for like the founders or folks that listen to this-- uh, these kind of episodes to understand like what, you know, when, when ideas can be cheap sometimes and, you know, it seems like the execution here has been so strong, like What do you think is, you know, if you, if you were doing like a HBS case study or something on, on Nourish, like what, what do you think of a few things that went so right to, uh, a- allow you guys to kind of reach this place?

Uh, differentiation, uh, from competitors in a, in a few dimensions.

I think the first is, is scale.

You know, we were the first mover in this, in this market, and have, have continued to kind of compound, uh, that advantage of growing more quickly.

And, you know, there are returns to scale, uh, in most markets, if not all markets, but I think in marketplaces and, and healthcare, uh, there's kind of extra returns to scale marketplaces 'cause of, of classic network effects.

And then, you know, healthcare, uh, just the iden- dynamics with the different stakeholders and how valuable scale is.

And so I think, you know, we've always tried to, to leverage that and, you know, not take it for granted that we have that kind of first spot, but instead, you know, keep trying to extend the lead.

Like, how did you, how did you, I guess, originally conceptualize what you could build and then even think about, you know, the stack ranking of, of all the different things you could do?

Is that, is that roughly correct?

No, no, you, you said it well.

I mean, I think the way we think about the root cause of kind of the, the problem of explosion in chronic conditions is c- and cost is that people are living unhealthy lifestyles in the modern world.

It's very hard in the modern world to eat well, to sleep well, to move your body, to manage your stress.

And maybe 75 years ago when these conditions were much rarer and costs were much lower, uh, just kinda living your life in the day to day it was, you know, much easier to be healthy.

And so while these medications are a very useful tool in the toolkit and, you know, with our network now we're able to prescribe and manage those medications.

To your point, you know, if you, if you don't pair that with behavior change, you don't get kinda sustainable results, which of course is, is worse for the patient, but it's also worse for the system because now we've spent all this money for, for medications and then had a rebound weight gain or, or falling off medication or so on.

on.What's happening, uh, on the supply side of the market with, with GLP-1s and, and how is that impacting pricing? We know there's an incredible amount of demand, overwhelming demand, but what's happening on the other side?

Mm-hmm.

Uh, so, uh, you know, there's a lot of side effects.

Um, a lot of people fall off the medication because of the side effects or, or either just like, you know, the logistics of adherence of getting access to the medication and injecting yourself every week.

And so, what we've really done is kind of pair ourselves as a compliment to the drug.

Uh, you know, these drugs were FDA approved to be paired with diet and lifestyle change.

And so they, we see ourselves as, as that part of the equation.

And, you know, there are a few different ways we've kind of built out our care model, um, uh, across kind of the journey of a GLP-1, which is first, you know, we have a care program that's before you even get on a medication.

Uh, is that R&D spend? Are there growth channels that you're investing in? How are you thinking about growing the team and the company over the next couple of years with that new series B?