Curative

“No, definitely not.”

“No, no, because I don't think we would have pivoted as hard into COVID when COVID hit.”

“And then in December of 2019, as part of the wind down, I sold that license to a company in San Diego for 150,000 dollars to pay some of the creditors. And then five months later, acquired a company in Southern California to get the same license for twenty sev…”

“Put in, I think, a 125,000 dollars at a three million dollar valuation.”

“The best thing we could get with the city of LA, because they have obviously, you know, There's a city, there's certain restrictions, is that they would pay after delivery, but they would pay net one on the invoice, and so we would deliver the tests for a day,…”

“Probably one of the Florida contracts was maybe the largest, so we did a contract with the state of Florida for all of their nursing home testing. I forget what the dollar figure was, but it was, you know, in the hundreds of millions of dollars. They put it ou…”

“Our peak day was 206,000 people tested in a single day. And that was December of 2020. So that was within eight months from zero, zero to 206,000.”

“And the company went from about seven to 7000 employees in, in those first nine months.”

“I think the total revenue ended up being about five billion over a three-year period.”

“We were, yeah, we were the largest, like, non-LabCorp and Quest testing company.”

“So if you went to a drive-through testing site, like the biggest one was the Dodgers Stadium site in LA. It was seven lanes of traffic, seven a.m. To seven p.m., seven days a week. So they were testing at the peak, about 10,000 people a day coming through thei…”

“So after all was said and done, the money that we basically put forward into the insurance business, the health insurance company, was about five hundred million that we invested into the health insurance business.”

“We did two and a half million vaccinations. That was another service we did. We also lost a ton of money on that. That was a terrible business.”

“If we look at how much we pay a primary care doctor who's independent compared to a primary care doctor affiliated with a system, they get paid an average double.”

“And that used to take us two to three months on average, and cost about 50 dollars. We have now built in-house an agent that runs on, on Claude, that does this end-to-end, and it goes to the website, it verifies the license, it goes and reads the transcripts, …”

“We just recently canceled our Salesforce contract because we have an internal CRM that was vibe coded, that is working better, that is managing our process better, is more integrated into what we're doing. We run our agents inside of it, and no one was using S…”

“We're cutting about 80% of our SaaS spend this year.”

“We've built our own claim system Completely from scratch, in-house. It's now, we've migrated most of the workflows off. We'll be fully off in July.”

“Our anthropic cost over the last six or seven months has six X'd every month from, you know, a base of, you know, a couple of tens of thousands of dollars now up to millions of dollars a month.”

“So this has taken us from doing About a hundred contracts a week to about a hundred contracts a day. Last year, as an entire team, we did 2300 contracts. So far in about the last eight weeks, the agent alone has done 3500.”

“They're not writing any code anymore. They're not even reading the code anymore.”

“And most of these contracts, right, most employers, even our smallest employers, it's a million dollar contract at least.”

“We had a contract, a standard template contract that was drafted by a law firm, and then we have kind of like guard rails for what Gwen can agree to, but she just red lines it and then signs it. It doesn't go to a law firm for a review. Like, we're signing hun…”

“So it costs, with people, it costs us about 1500 to 2000 dollars on average to do a contract. The average with Gwen has been about 70 dollars.”

“So Gwen is sending on average 15,000 emails a day. Customized emails to providers that know about their practice, that know about their work, and one of the things we found is like that relentlessness of the follow-up is what works.”

“We're about 650 people now. In five years we'll probably be bigger. In the short term I think we're going to be quite a bit smaller.”

“We moved away from Looker, right? Google's Looker product for visualizations. It's super expensive, and we moved to do it in Snowflake. And it's been a lot cheaper. It's worked really well. Part of that migration is moving all of our dashboards and all of the …”

“No, we haven't sold any secondaries. We did there was a dividend at the end of COVID. We paid out some all the investors got 10 X their money back before we started the health insurance company, and then they still have their shares today.”

“I think today, the current gen models can do every back office task we have at Curative.”

“One of the fastest companies ever to a hundred million dollars in revenue. And that company became curative.”

“The company we partnered with took a different approach. You know, they were some of the first people to do these testing, did incredibly well. One of the fastest companies ever to a hundred million dollars in revenue. And that company became curative.”