Pod Insights a16z Podcast B2C2B in Digital Health, a founder's playbook About this episode B2C2B — also known as bottom up — has helped companies like Slack, Zoom, Dropbox, and other software companies break into B2B. Now B2C2B is coming to digital health, as a wave of startups are first selling products and services directly to consumers, and then when they reach a critical mass moving into insurance companies, employers, and other organizations.
But executing these two go-to-markets in parallel adds complexity. In this video, our team talks to six leading digital health builders — from Maven, Benchling, Buoy Health, Marley Medical, Bold, and Butterfly — for their takes on eight of the most important questions B2C2B digital health startups have to answer.
*How do you acquire users? [9:02]
*How do you build an engaging consumer product? [12:37]
*How do you price for consumer? [15:27]
*When do you go B2B? [18:54]
*How do you find your B2B buyer and product-market fit in the enterprise? [20:43]
*How do you sell B2B? [22:41]
*How do you balance two GTMs at scale? [25:33]
*What's the role of professional services? [27:40]
For more on building digital health companies: a16z.com/digital-health-builders.
Transcript 0:19 Speaker 1 Hi everyone, I'm Julie.
0:21 Speaker 0 And I'm Jay.
0:22 Speaker 1 And we're really excited to be here kicking off this series about go to market and digital health. One of the biggest dimensions of evolution in digital health, arguably over the last few years has been how companies are actually coming to market, how new products and services are being distributed to end users and how these products and services are getting monetized. And you know, as a founder who started a company over 10 years ago at this point, just the sheer number and you know level of specification with which digital health companies are coming to market is just completely mind blowing. So some of the examples that we're going to cover in in later playbooks include things like selling to SMBs, two-sided networks, risk-based contracting with payers. And then finally the emergence of these new channel distribution platforms. But in this current session, what we're going to do is cover this concept of B2C to B, or what you might call the bottoms up, top-down sales motion.
1:14 Speaker 1 This is something that's similar. It's kind of the healthcare version of a trend that we've seen play out in B2B software. So, you know, you might think about Slack or Zoom or Dropbox or these products that you as an individual user can obviously adopt. But then what these companies are then doing is saying, okay, now there's a critical mass of these users and they might all work for the same company. Let's actually parlay that bottoms up motion into an enterprise sale to that company and also potentially introduce more advanced features that are more enterprise grade. And so, you know, that's really the motion that we're seeing play out in healthcare. And I'll pass it off to Jay. Jay, can you kind of walk us through why you think we're seeing this now in healthcare when we didn't really see a lot of this kind of activity in the past?
1:59 Speaker 0 So we're seeing digital health companies sell directly to the end user before going to the enterprise buyer with increasing frequency. And there's probably a number of reasons driving that trend, but I think there's at least four that we should call out. Two on the consumer side and two on the enterprise side. On the consumer side, there is an increasingly tech forward consumer and end user driving healthcare purchasing. We all are delighted by our technology enabled experiences in other parts of our lives. We get to call a car, order food, purchase clothes, pay a friend, all with a tap and a swipe on our phone. And so we expect intuitive virtual first experiences in our healthcare system, especially after the work from home life that we've adopted in 2020 and 2021.
2:45 Speaker 0 And oh, by the way, those same consumers have far more discretion over and are steering a lot more of the healthcare spend themselves. There's a recent report estimating nationwide out of pocket spending on health, i.e., not reimbursed by insurance, is set to hit almost 500 billion in the US in 2021 and projected to grow to about 800 billion by 2026. And then on the enterprise side, we frequently hear from many senior enterprise buyers, chief information officers, chief human resource officers, and other executives about the record number of vendors pitching them new digital health solutions. This vendor fatigue is leading to a bottleneck. As a result, there are many promising B2B digital health solutions out there that just don't make it through the purchasing funnel.
3:30 Speaker 0 And that third trend seemingly coincides with the fourth, which is a rising bar for validation. Enterprise buyers and healthcare and life sciences increasingly expect evidence that the solution works before buying. But for digital health startups, this creates a chicken and egg problem. How do you prove ROI without people using your product? B2C to B makes it possible to go to the enterprise and say, hey, a hundred or a thousand of your employees, your members, your constituents are using this offering and are getting value out of it. We've seen B2C to B work across a number of areas, including care navigation, women's health, behavioral health, and many more. In fact, there are a number of different flavors of B2C to B. So when we talk about consumers and end users, we could be talking about patients, employees, clinicians, or medical researchers.
4:21 Speaker 0 When we talk about businesses, we could be talking about employers, providers, payers, or life sciences organizations. And while we as investors see B2C to B as a significant trend, we are fortunate in our jobs to meet and work with some of the best digital health companies today. And so we interviewed founders and builders from some of those companies to ask them the toughest questions that come up for B2C to B digital health companies. How do you acquire consumers? How do you build a product that keeps them engaged? How do you price the consumer product? When is it time to go to B2B? How do you find your business buyer and product market fit with the enterprise? How do you actually sell to the enterprise? How do you balance two motions? One to the consumer and one to the business at scale.
5:08 Speaker 0 And what's the role of professional services? But we started our interviews with the most basic question. Given the complexity of B2C to B, why are founders going this way instead of sticking to a more traditional and tried and true commercial motion? While B2C to B can be more complex to execute, it gives startups the power to acquire and engage users directly without first contracting with the payer. As we heard from serial digital health entrepreneur Chris Hogue, whose most recent startup, Marley Medical is developing a virtual first clinic for patients with poorly managed disease. In Marley's case, the consumers are people diagnosed with chronic diseases. And the businesses are the payers that pay for the healthcare services that those folks receive.
5:53 Speaker 3 In order to understand B2C to B, we need to understand the B2B to C motion and why this is taken over. And the reason was by there was really no other options. And so if you're not in the normal classification system, you have to go direct to the payer who's either the payer or an employer and contract directly on the product side of the house for a new product.
6:13 Speaker 6 And
6:14 Speaker 3 one of the things that we're thinking about now is now with virtual care, uh, we are a normal product. It is a normal clinical service. And it is in the eyes of a payer, they they know how to pay for these types of services. And so can we invert the model and focus on our growth, focus on patient acquisition in a direct-to-consumer motion. And there's many ways that you could do that online through referrals or whatever, but control the ability to bring patients in and then still get paid by payers because now we're a traditional service. So that could that could look as an in-network provider if you can figure out a code stack that works for you and covers the services. Uh, it could be in capitated arrangements, but you're you're getting paid on these patients that you're acquiring directly.
7:01 Speaker 3 So it in a nutshell, the B2C to B motion is trying to control the growth through direct patient acquisition. So I can build up my own funnels and channels to acquire patients, but then still get paid by the traditional system of payers uh and employers.
7:17 Speaker 0 The power of direct acquisition carries with it a number of benefits. When digital health companies get to engage their end consumer earlier, the result is often better products and better healthcare. Companies reach product market fit faster because they're able to iterate and improve the product to keep acquiring users. Get enough of those users and you can use that as a wedge to sell into businesses. Entering the enterprise with momentum and utilization data can help you shortcut an otherwise long enterprise sales cycle. Now, the biggest challenge we hear about with B2C to B is that you're signing yourself up to execute two go-to-market motions in parallel with the limited resources of a startup. The upside though is that if you achieve a high engagement and stickiness in both motions, you're unlocking a more resilient business model with greater long-term defensibility.
8:09 Speaker 0 To this end, we heard from Kate, the founder of Maven, a women's and family health platform and marketplace that B2C to B can also make it easier to show earlier indication that things are working.
8:21 Speaker 2 You know, because investors didn't really know as much about digital health. You just when you raise money have to show momentum. And so we had to show some kind of momentum at every single fundraise. And we needed a certain amount of capital in the early days to build out our product, uh, you know, be operational in all 50 states so that we could sell into the enterprise. And so we we also just needed to show a certain amount of consumer momentum because our story of the investors was hey, we've launched this new virtual clinic for women's and family health. It's you know, consumers love it, and now we're taking it into the enterprise. It that was a much better story and and showed traction than just uh, hey, we have this this thesis that this is an important category, and we have like two small companies to pilot with.
9:09 Speaker 2 Will you fund us?
9:10 Speaker 0 In the early stages, the goal is about acquiring users. But how do you find and reach them? A lot of that comes down to what one founder called consumer channel fit. Different businesses have different end consumers. And if you understand where your specific end users are looking for digital health information, whether it's online on Facebook or offline in community gatherings, you can acquire them at a lower cost. For instance, Butterfly generated initial interest for its point of care ultrasound devices by targeting the most influential clinicians. There are people that
9:44 Speaker 6 are deeply passionate about point of care ultrasound. Um we tapped into that, right? We tapped into those folks. We looked at who was the most researched, we look at what centers they were in, right? It was it was we're very carefully targeting them. And then of course, we were at the main. Major trade shows back then. And I'll never forget the first conference I went to at Butterfly. You walk around the trade show floor and they were all the booths were empty. Ours would have a line, you know, in every direction.
10:11 Speaker 0 And in another example of consumer channel fit, Maven tried Facebook ads, but found they just didn't do as well and reaching their target demographic as other channels did. So
10:21 Speaker 2 there's
10:21 Speaker 0 two things we
10:22 Speaker 2 did. So first, giveaway marketing. So giveaway marketing is for those people who don't know what it is. It's when you partner up with a lot of other like-minded brands, you find a prize, you then blast your customer bases to sign up for the prize, and then you get email lists, and then off the email lists, you then try to convert people to use your product. So the so we did this very early on. It was like the we we went out, that was like one of the biggest marketing channels that we went out the door with in 2015. So one of our early investors was an early investor in NOMA, which is a wonderful restaurant in Copenhagen that everyone wanted to go to. So and it like now that I'm I'm seeing like giveaway marketing and what people will sign up for.
11:10 Speaker 2 It's like, oh, here's a hat, and then like all these people sign out to win a hat. Like we offered an all expenses paid trip to NOMA in Copenhagen. It was awesome. Um then we went out to all these brands like um daily harvest, like consumer brands. Uh, and then we uh and then we launched it, and um, and then we got, I think, I don't know, something like 20,000 emails. And so all of a sudden we were like, wow, like 20,000 names of women from like-minded brands that now we can go market Maven um to. So it's it's you know, it's it's it was not it was a lot of work and we had someone on our team like doing this full time, but it was from a cost standpoint, it was it was pretty cheap. And then off the back of that, we would run campaign consumer campaigns to drive engagement in the product.
12:01 Speaker 2 And so one of our earliest consumer campaigns that was really successful was called therapist speed dating. So, what we did is we cut down our therapy appointments to 10 minute increments, and um, and then we would offer like free therapist speed dating to find the therapist for you to then book your your therapy appointment. And so we would we would get the emails from these giveaways, and then we would go drive this um, you know, offer and campaign into our product that was just ours. And and so we started to get consumer volume off that uh off the back of some of this. So that was one motion. Um, the other motion was honestly we just did field marketing.
12:44 Speaker 0 Of course, acquiring users only matters if they stay engaged. And that comes down to building a product that actually meets their needs while also preparing for the complexities that come with scaling a digital health product.
12:57 Speaker 3 The the key challenge uh is to not build a product that you think people are gonna need and use, but to really work backwards from the problem. I think one of the challenges that folks got into with B2B to C is that that isn't so acute. And so you're able to build something that you can pitch well to buyers, but it might not be something that fits a problem that actual patients and users need to solve. And so, and I think then you have to then build incrementally. Yeah, I think that the risk of doing uh, especially with a direct to consumer acquisition approach is you have to try to break it down. Like what is a small unit that I could try to sell to this person or try to acquire them into because what you're trying to do is prove that there's demand, prove that people want this product or at least are willing to engage with it, and then and then build it out over time.
13:52 Speaker 3 Of course, the big challenge with healthcare versus uh a per consumer product is that this is this is healthcare. This is health data, this is like very meaningful stuff. And so there's like a minimum, there's a minimum chassis that you need uh in order to do that. You know, you can't just start throwing out medical recommendations and see if they land, you know, it does not work that way. So I think the the challenge is finding that balance of building something really small and sort of atomic, but building it well, right? So that you're you're still doing everything right. You know, you're a mini HIPAA compliant platform, even if you're just bringing people in online and HIPAA doesn't apply to you, you know, you you're already thinking about how you're um managing people's data and and so on.
14:42 Speaker 0 We heard something similar from Saji at Bench Link, an informatics platform for life sciences researchers. They started by giving away their product to academic researchers and then staying close to their early users to iterate on the product.
14:54 Speaker 5 You need to build for a very small group that you can then logically expand pretty easily. So, like, hey, if we can get one academic lab being really successful in, let's say doing molecular biology research, like why can't we get a second? Why can't we get a third? And so rather than trying to go broad, we were just very narrow and pointed, but the space we were in had a lot of room for expansion. And that's kind of how we thought about it. Um I, you know, if if 10 people or 100 people were totally addicted to the software, like that was a really good sign. Like, because what are the chances that we found just the exact hundred people who would be completely addicted and there'd be no one else after that? So I think I'd like preach more focus in the early days for most companies.
15:35 Speaker 0 Another important topic in the early days of B2C to B is pricing. Almost no founder we spoke with thought they perfected pricing. There are a variety of models, but really you're balancing two trade-offs, the budgets you go after and the pricing structure you offer. On budgets, you can simply do a cash pay model where you have end consumers pay, or you can allow for reimbursement where the insurer, the employer, and so forth covers part or all of it. Cash pay naturally has less friction for the buyer, but that also may limit you on how much you can charge overall. And you may run into confusion as different consumers have different expectations for who covers their digital health services.
16:16 Speaker 2 Even though some of our early marketing was Maven is cheaper than the price of a copay, there was a lot of consumer confusion still around wait, shouldn't my insurance pay for this? Like, and when it became a more transactional, like I just need a prescription for something, then it was more straightforward because you were getting something physically. But when it was a service, um, it was harder to understand like why your insurance wouldn't pay for it, even if you you hit people over the head with the logic of, but it's cheaper, you know, than what your insurance even has.
16:48 Speaker 0 If you choose a cash pay model for the end user, how do you set the right price? Here's how Butterfly did it for their point of care ultrasound device.
16:56 Speaker 6 The
16:56 Speaker 0 view, first of all, is it had
16:58 Speaker 6 to be very affordable. It had to be at a price point where clinicians would just put in their credit card, and then also could be afforded by many parts of the world. And so the Jonathan, our founder, really just decided $2,000 is the price and made everyone else figure out how to get there. And I think it was the gut feeling that $2,000 was that right price point, right? That again, they could get the consumer, in this case a clinician to put in their credit card. The second trade-off
17:27 Speaker 0 is around how you structure your pricing, i.e., whether you price for usage or in a bundled offer. If you do usage-based pricing, that might seem more fair. You pay for what you use, but you may discourage usage and most importantly, the user feedback that is incredibly informative to your early product development. Alternatively, you can structure your pricing in a subscription, such as a monthly fee. That may allow for a more natural usage pattern and customers can choose as much as they want for a fixed fee, but it does add more friction for the initial purchase. Ultimately in B2C, your pricing for engagement more than revenue. But as we heard from Amanda Ed Bold, which develops fitness programs for seniors aging in place, what you do in B2C has implications for your B2B pricing.
18:13 Speaker 4 We're actually less um fixated candidly on the B2C pricing strategy. It was what is the potential ROI story that we can tell on the B2B side. And then on B2C, we really privileged engagement. And so we did pricing experiments and that was great. But I would say be mindful of whatever you put out as your B2C pricing, because you will have to explain the difference between B2C and B2C to B.
18:41 Speaker 0 When it comes to B2B pricing, we heard from founders that most business buyers preferred simplicity, but that really it was a matter of aligning incentives with the business you were actually selling into. For instance, payers are used to a per member per month. So that tends to be their preference. While most employers would rather have the simplicity of an annual license. But stepping all the way back from pricing, the bigger question is when should you flip the switch and go B2B? We generally recommend turning on enterprise when you see repeatable usage patterns among a core customer group through concrete data gathering. Several digital health founders have told us that their enterprise buyers basically expected them to have a randomized controlled trial, demonstrating the ROI before signing the partnership.
19:34 Speaker 4 And the moment that we had our six month outcomes and we looked at what those six month outcomes were as far as reduction in annualized fall rates and improvement in balance and strength and mobility. That was for me the moment that I felt really excited and confident to take that story and that offering to enterprise customers. And so I think that for Us was did we feel like we were sufficiently de-risked it, you know, in the eyes of someone who would be excited to be innovative but wants to know, you know, this isn't a total sort of shot in the dark, like what like what is the guarantee? Um, and so those, you know, the hard data from that research study also allowed us to think about like what is the ROI and over what time period and um all of that was very exciting for us.
20:24 Speaker 4 Um, I think another way to do it, and I get this question a lot is like the volume question. So maybe you haven't done a research study, but you have really, really big volume, and you can start collecting that data, or you can start um saying like I just have already have this existing base of many, many individuals. I think um that's another way to position and and share impact when you're having B2B conversations.
20:51 Speaker 0 Once you do go B2B, you have a head start from the B2C motion, but you still have to figure out how your end consumer connects with the business buyer. And bench link, they followed their academic users into life sciences companies.
21:04 Speaker 5 And so you have these brand new companies, oftentimes being spun out of academic labs that use benchling that were doing uh breathtaking things, you know, gene editing medicines, lab gard meets, you name it. And so some of the scientists who use benching for free and in school started to go over there. And then we were just kind of followed them and followed the user. And actually, though, at first, like we really like struck out trying to sell anything to these companies. Like scientists had used benchling in school, they liked it, but they weren't gonna buy it. Um, the business, like the value wasn't there. Um, and that's when benching really started to grow. Uh, it went from kind of productivity suite for end users to building this single source of truth for the business. And the end user uh experience though was what enabled us to get the data to then present back to the business, like here's all your scientific data in one place, highly organized and structured.
21:52 Speaker 0 For benching, reaching an enterprise buyer meant evolving their product offering to meet the more complex needs of an enterprise organization. Similarly, Butterfly overcame the resistance of hospitals to allow clinicians to use a third-party device, even one they paid for themselves by creating
22:10 Speaker 6 additional enterprise features. We knew their concerns around security and governance and integration. And so we built a software package for that. And so that then created the right dynamic where we actually had a product to sell, which had higher recurring SaaS um dollars attached to it. And so it was it was a win-win from that perspective. We could solve their problem, we could solve the clinician's problem of wanting to use it in the hospital, and then we're driving increased uh subscription revenue and deepening our tentacles in terms of the integration into the organization and spanning across the organization to do more.
22:49 Speaker 0 So far, we've heard that the timing of when you go B2B comes down to having the ROI business case and a sufficient volume of users. And then you have to find your enterprise buyer and layer in the additional product features they care about. But once you are in front of that buyer, how do you actually
23:06 Speaker 6 sell? So one of the things I deeply believe in is that people and organizations buy with their heart and they're rationalized with their brain. The storytelling about what this device can enable using it at scale and how it's integrated into care into care pathways is why people are buying it. You then just simply need to justify the ROI on the back end as to why that makes sense for an organization. You know, health systems have thin margins, they they you know, they can't be um investing in things that don't have some sort of ROI or at least a break even. And so you know, you have to create your price, but the storytelling is much more important. And then the price just has to be justifiable at the end of the day.
23:49 Speaker 0 Throughout the conversation with founders who successfully went B2C to B, we heard about the importance of never losing focus on the end user. Even when you are selling to enterprise, end user product engagement is your advantage. Here's Andrew Lay, founder of Buoy Health, explaining why, even as a B2B company, user engagement is the most important metric.
24:11 Speaker 7 The fact that people use something, anything is the most important kind of metric of success for the buyer. Um, which then kind of leads me to like that evolution back to the consumer was that well, why would someone want to use something super useful to them? Right. It's uh that that's it. Um, when you think about like selling to the employer space, and I talk about this with like the team, uh, our head of people wasn't buying stuff or for buoy, like looking at you know, uh calculator and being like, how much money do I save on email this week because I bought Slack? Right. They weren't saying like, you know, uh, how many times did I not have to um keep an Excel sheet updated because or get people to log on to uh Excel and how how much time and effort that would take uh but instead people like logged on to namely?
25:04 Speaker 7 They're not doing like that kind of like calculus, they're just looking at like how many people are using namely or like how many people are using Slack or how many people are using insert,
25:17 Speaker 5 you
25:17 Speaker 7 know, service benefit product, whatever it may be. So for us, that kind of reason it circles back around to the consumer was like, shoot, we should just care about like being super, super, super useful to the consumer to the end user. That's all that matters. Um, and playing with the numbers or playing with you know different ways of measuring ROI is in and of itself a red hearing.
25:40 Speaker 0 Once you've gone to the enterprise, a company is effectively executing two go-to-market motions at once. It can almost create this schizophrenic pressure. How do companies in the later stages balance the needs of the consumer with the needs of the enterprise? Like Andrew at Bowie for Amanda Bold, it's about always coming back to the end user.
26:00 Speaker 4 There's absolutely considerations. Are you integrating with Epic? Um, you know, do you can you collect this additional information that we're gonna need to verify that they're eligible through their health plan? Um, and honestly, when we add those pieces in, I think about we we establish sort of the best practice, then we start to see how implementation can actually pull us away from what we believe our high bar standard should be. And then it's just we rally the team to say, okay, how do we tick off the needs that our enterprise customer requires and like we absolutely will do that, but then pull ourselves back up so that we aren't aren't sort of allowing the default to be sort of this perhaps um lower, lower engagement, higher friction experience and and incrementally improve.
26:47 Speaker 4 And I think that uh has been really helpful for our product team as far as understanding there's gonna be some deviations. We have to keep experimenting. Um just I think really being open with the team around we know what's possible. So like let's get back to that maximally engaging experience.
27:04 Speaker 0 Now, while focus on the end user is important, you always have to manage enterprise expectations. Otherwise, your product team can end up pulled into too many directions.
27:14 Speaker 6 It's the age-old problem of going into the enterprise, right? Because it's this you're talking to a leader of a really important health system that could be your first reference account, and they're demanding some feature or capability. And it's easy to, it's easy to make the mistake of overpromising. Yeah, and so what I've learned on the commercial side is A, tell your product and engineering people to be conservative. Start there, right? Whatever they give you to be conservative, add a quarter to it.
27:48 Speaker 0 Once you've sold into the enterprise and are now managing two go-to-market motions in parallel, professional services can play an integral role in making these more complex customers successful using your product.
28:00 Speaker 5 Big organizations need help. They're they're so large that they need extra support to make changes. And who better to know how to implement your product than you? And those are your people who know your product, and they're gonna bring back that knowledge to your RD teams and help make the product better. And so I think it's a I I would highlight like adding professional services was an incredibly important business decision for us. Now you need to make sure that you're not using professional services a band-aid to cover for like bad product or to avoid building product in certain areas or to like have to customize the software. Um a big part of like the whole thesis by benching was that we could build something that was highly configurable. So it could be applied to different scientific use cases, but didn't require a bunch of programming for every different customers stuck in some, you know, customization hell.
28:48 Speaker 5 Um so we we heavily employ services. We sell services with every deal we do. Um, doesn't matter if you're a tiny startup, it's like a very fixed quick start package kind of thing, a couple hours. And if you're a giant enterprise moving everyone to bench link, we may be doing services with you for 18 months across 2,000 people and 20 sites. Um, but I think the customers, the enterprise ones especially, they want to know that not only are they buying the software, but they are like services are a guarantee that they're gonna be successful with the software.
29:17 Speaker 0 Okay. So we've heard from founders about the journey from the early days of engaging your first users to balancing two motions at scale. And perhaps most exciting in all of this is that B2C to be keeps those who build digital health products close to the end users who need them. At A16Z, we are incredibly excited about the potential of this approach to improve healthcare and at lower costs. And I'll pass it back now to Julie, who will share our perspective on what our team pays most attention to as investors.
29:48 Speaker 1 And so we wanted to just share a few things about you know what we would look for in evaluating investment opportunities. And there's really, I would say three major pillars to that. One would be focused on the C part of the motion. So, you know, really. At the earliest earliest stages looking for B2C traction. And it largely looks like the way that you would evaluate any B2C business. So you'll look at the cohorts, you look at adoption, retention, stickiness, you look at marketing efficiency, your CAC or customer acquisition costs versus your projected LTV. And you know, this is really where, you know, compared to a B2B to C motion or even just a straight B2B motion, you would really just expect to see far more user data and validation earlier in the trajectory of the business than you would otherwise see. And then the other thing to point out on the C side is really, I would say product velocities.
30:36 Speaker 1 One of the benefits, as we mentioned earlier of doing the B2C motion to begin with, is the ability to have much higher speed of iteration on your actual product. And so that is certainly something that we would qualitatively look at as well. So that's pillar one. Pillar two would really be around the B. And that's where, you know, when you're looking at a seed or even a series A stage company, there might be less quantitative data to look at on this front. And so, you know, here we'll look for just the early validation, how many cycles have you spent on the enterprise side? Do you actually have a pipeline of enterprise logos and an ability to really tell that enterprise story in a reasonably compelling and articulate way? Um, certainly bonus points if you actually have a contract with an enterprise buyer and or have actually gone live with an enterprise.
31:22 Speaker 1 And then the final pillar that we generally look for is you know, does your financing plan and your actual company build plan appropriately accommodate the fact that you will be investing in essentially two motions in parallel? As we mentioned before, you know, B2C to B sounds all great, but you know, it actually is quite a bit of work to build a consumer muscle at the same time as building that enterprise muscle. And so we just want to make sure that founders fully appreciate that. So, in closing, um, thank you first of all for joining us for this first of uh a series of digital health go to market playbooks. If you happen to be a digital health builder yourself who is thinking about or actually executing on any of these go to market strategies, we would love to hear from you. So please do reach out with your feedback and comments.
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