Why 25,000+ New Yorkers Are Waiting for This Health Scan

0:00So we call it the most important hour you can spend on your health. Eight years ago, Daniel Ek messaged an energy tech founder on Twitter about rebuilding healthcare from scratch. He direct messaged me on Twitter saying like, hey, would you like to have a coffee? Maybe we should do something big together. Hjalmar Nilsonne eventually said yes, and Neco Health now runs a 60-minute radiation-free full-body scan that has been completed more than 100 ,000 times across Sweden and the UK. Hundreds of thousands of people have been on the wait list. Like we've not been able to open for booking for three years.

0:31In July, the company raised a$700 million Series C led by Lightspeed. And its first U.S. clinic opens in Soho on September 24th. There was just no way Neko is going to be successful in its mission without showing that this can work also in the U.S. Yalmar, welcome to Lightwork. Yalmar, thank you so much for being here. I'm so excited for this segment because I've been one of the biggest Neko fans for a while now. So there's so much we want to discuss about NECO, the vision, the expansion. But before we get into all that, I figure it might be helpful to just even go to the inception of the company and hear a little bit more about how you decided to start this.

1:08Because my understanding was you were working at an energy company. You got a lot of engineering experience. Tell me a little bit more about how this all came about. Yeah. So my background is I grew up in a family of doctors. So both my parents are doctors. My oldest brother is a doctor. My grandfather was a doctor. And for the first, I don't know, 32 years of my life, I was focused on running as far away as I possibly could from healthcare. I thought it just seemed like the most thankless job imaginable to try to bring sort of disruption and a better way of doing things to the most sort of change-resistant profession that there is.

1:42So I thought my entire life would be in the energy domain. So I have an engineering degree. I co-founded two companies in the energy space, and that was kind of my entire life. And then my company before this one, we were doing really early in the sort of application of AI. We're doing sort of deep neural networks in 2012 and things like this. But we kind of screwed up our go to market. We're trying to change the industry from within. So we're trying to get the big energy companies to do things differently. So in 2018, I was kind of at rock bottom. I was like, no money. We were writing down the company.

2:14And then I get a direct message from Daniel. So Daniel is the founder of Spotify. So NetGo is not some sort of YC company. It's a completely different kind of origin story. So Daniel was about to IPO Spotify, and he was really keen to use basically the proceeds he was getting to do something very meaningful. Basically, he direct messaged me on Twitter saying like, hey, would you like to have a coffee? Maybe we should do something big together. I never met him. What was your reaction? Did your family have reaction? I DMed from Daniel Ek, Alex Bloom. The funny thing is like when things don't pan out well with your companies, all of the best friends, all the angel investors, et cetera, they like block you on their phone and they're like, oh, I'm going to come to that guy.

2:55Yeah. And then suddenly I have like Daniel reaching out to me. So I was like, oh, this is cool. We had a coffee. It was an internet scam. Exactly. So we met at, we grabbed a coffee and he said like, hey, I want to do something really big. I was like, oh, this is pretty cool. I'm talking to Daniel Leek about doing something super disruptive. And then he said, and the area that I would really like to focus on is healthcare. And my heart dropped because like, oh, dear God, like anything like asteroid mining, I don't know, like anything but healthcare. And I explained to him, like, I don't think you know what you're getting yourself into, but good luck.

3:27You should definitely go and try to do it, but don't do it with me kind of thing. And Daniel was very relaxed about it. So he said, okay, convince yourself something. I'm not going to kind of argue with that, but maybe we can just work through the idea of So if you got a chance to do healthcare work all over, like basically we have this system that's been developing for a couple of hundred years. Technology and consumer sentiments have changed a lot in the last 20 years. So we have a 200 year old system that is not really using any of the things that happened in the last 20 years. So it's like, hey, if we could completely redo the healthcare system from scratch, what would we do?

4:04How would we design a healthcare system? And I thought that was such a wonderful question. So Daniel and I kept meeting up and talking about this, and I thought I was kind of helping him get on the right direction. But in reality, I was just convincing myself. And we ended up starting the company together when it kind of really dawned on me that we were not going to start a company. Trying to kind of join the existing system, which is where I saw my parents struggle for every day over the kitchen table. We were trying to create the alternative that would be the system that my parents would have thrived working in.

4:38that they would have liked to be in. And then it's like, yeah, of course, we have to do that. Yeah. What did your parents say? I mean, this almost feels like you came from this family of doctors and you returned to this area where it's almost like you couldn't escape this calling. What did they say? I mean, the wonderful thing is, you know, doctors, and I knew this from me, they're very skeptical. So like every single critical thing you can possibly say about preventive health, consumer screening, I've heard it since I was fine. So basically when I said, hey, isn't it crazy that it's literally illegal not to have inspections in your car?

5:11But for our noughties, a lot of the time we let things go completely anywhere until we do anything. Then I immediately, hmm, but what about this and what about that, et cetera. You have the survey living inside your home. Totally. But over the years, they've really been along for the journey. And in particular, my family, we didn't care about sports. We didn't care about many worldly things. that the real kind of highest calling was really around science, like capitalist science. And at NECO, we ended up doing a lot of clinical research, primary research, running clinical studies. And I think this really was like, oh, wow, here we have created a company that is not only doing a service that works for customers, but doing it together with clinical research to contribute new knowledge to the medical domain.

5:58So I think once they saw kind of how you baked the cookie, I think they were very supportive. I love that you and Daniel took this first principles approach because one thing we always talk about at Lightspeed is progress is not default. You need people who believe that the existing system is broken and you need to challenge it. My understanding is you spent about five years on fundamental principles or even opening clinic. Tell me a little bit more about that journey. What were those first principles? What were the things that you were starting to identify as challengeable with the existing system?

6:27Yeah. I mean, what we saw was like a bunch of folks had tried to do something in healthcare and they had tried to do it on the kind of consumer side, but they were really just reusing the components that exist. And so the amount of progress that they were making was quite limited. It was most on the kind of the marketing or the packaging or something like this. Our hypothesis was that to do a radical shift in how we do healthcare, you need to do something radically different in the inputs. And so our idea was very simple. It's like there are a couple of companies like Android and Tesla, I would even put Apple in this category, that take a very different approach in how much to be vertically integrated.

7:06So they take control of the inputs and through doing that, they end up with product and services that are radically different from what's been possible before. And we were asking the very simple question of what if you took the same approach to healthcare of building your own medical devices from scratch, re-engineering them with the best technology that exists in the 21st century. Like the average ECG machine when you go to a PCP is 15 to 20 years old. I'm not kidding. That's a true stat. Yeah. It's the state of the American healthcare system, or like globally, actually. Yeah. I think it's an incentives problem because like the clinic is not going to make more money or be more profitable if they have a new and better ECG.

7:43So we just have a big incentive problem. And our belief was that with the remarkable things that are happening with technology, you should be able to take what today is basically available to the 1 % of people, maybe the 0.1 % of people, you know, they can afford to fly to Switzerland and be in a hospital for three days and drink a smoothie and have this like really thorough preventive healthcare experience. But for 99 % of people, 99.9 % maybe, that doesn't exist. But what if you could take what they're getting and bring it down to a point where everybody could have access to? There was no way we were going to get there by just buying an MRI machine and buying a hyperbaric chamber and buying, you know, whatever you can buy off the shelf.

8:23Because the reason it's only affordable for the 0.01 % is that these things are very expensive. So we took this radically different approach and we knew it was going to take a lot longer. Like you cannot kind of in three months whip up a medical grade diagnostic that's going to save someone's life and just ship it. It's a process that takes years of hard work. So we spent about four and a half years building up to launch just working on the core diagnostics. And, you know, to be honest, like a big part of entrepreneurship is being dumb enough that you don't realize how difficult it will be. So it was a little bit of like, hey, how difficult can it be?

9:00If we would have known, it would take us four and a half years. You know, maybe we would have chosen a different strategy. But in hindsight now, if you come and get an ECHO scan, it feels completely unlike anything you've ever had. The affordability is unlike anything that exists in the markets. Our scan is$499. And most of these things go into like tens of thousands of dollars. And all of this has been made possible through going through this long journey of redoing the entire diagnostic stack of prevention. Yeah, when I first heard about NetCo, it was, you know, it pitched me as this apple of healthcare experience.

9:31And it's really because of that vertical integration, right? And you see it when you experience it. For people who haven't been, like me, lucky enough to experience a NetCo scan, that one-hour experience, walk me through what the patient or user journey looks like. Yeah. So we have two parts of your visit. So the Necco Health Scan is in and out another hour and everything is done within this hour. So we call it the most important hour you can spend on your health. And the first part is a diagnostic part. We have a scan room where we've developed our own sort of breakthrough technologies to map everything that's going on with your health.

10:06We map your skin, we map your heart, we map your arteries, we do a blood draw, we check microcirculation, we look at longevity markers, like rib strength. So that's about 20 minutes. Then you get dressed and then you sit down with one of our prevention focused clinicians to go through all of the results, including all of the blood results. So they're all done during this visit. And the point of the debrief where you go through everything is you have 20 to 25 minutes of undisturbed attention to make sure that you walk away with the most important insights you need to know about your life. And then this journey will look very different for different people because most, about 85 % of our members, they end up being in good health.

10:47And for them, we help them improve on their markers over time. Then for about 1 % of our members, we find something immediately life-threatening. So something that's, they come in asymptomatic. They walk in feeling fine. I just heard now that we had someone in yesterday, a 39-year-old new symptoms that we diagnosed with leukemia, who is now admitted in the hospital. So about 1 % of people we find an immediately life-threatening condition that we can help them with. And then for about 5 % of people or something like this, we find a serious undiagnosed condition. So we help our members, everything from getting someone who doesn't have a problem yet to improve, to things that are serious and undiagnosed that people are not aware of.

11:28So you come to this beautiful location at 300 Lafayette next week. Why did you guys decide to build all of it in-house, as opposed to, there are MRIs and CTs you can buy off the shelf? Yeah. As I mentioned, we just didn't see that you were going to produce a lot of MRI machines and then you would solve preventive healthcare for 7 billion people. That just didn't seem like a likely scenario. And in particular, when you think about what's possible with AI, when you can cross correlate you know, hundreds of thousands or billions of different features into a better understanding. It was very clear that if you can have a different approach to collecting and tracking your health over time, this will be both affordable and highly, highly precise and valuable.

12:14Now to the real estate question, because Neko is actually a real estate company. Like, we design and build our own medical machines, which is hard enough, but then we're also a real estate company. We need to go up and sign leases and build clinics. And that's a whole size and it's up. And the real estate company will live and die by finding the best locations, like locations that really work. And our ethos is we want to challenge the norms of healthcare. So we love opening a beautiful clinic in a place where people would never expect there to be a clinic. So like in places where people also doesn't even feel like you're walking into a clinic.

12:48Yes. It's a beautiful experience that people just aren't accustomed to in healthcare. Yeah. I think this is why, even though we're not a subscription business, we tend to think of ourselves as a subscription business. Because for us to help your long-term health over time, we need to build a relationship with you to support you. And we can't do that if you show up once and you never come back. So we need to build this retention muscle to have an impact on your life. And to do that, we need to make an amazing experience. You're not going to come back if you don't look forward to it. And honestly, not many people look forward to going to the doctor.

13:22So this is why we're trying to bring this kind of Apple-level aesthetic of physical spaces to healthcare, which I think has never been done before in a good way. So Claire just went a couple of months ago. How often do you want the average person to be going and getting a scan and having this kind of full workup effort? It doesn't take 60 minutes. It's not a lot of time. Yeah. And it's only$4.99. So I would say about 75 % of our members come back every year on an annual cadence. Then we're now having more and more people who actually choose six months as their window. Because when you come back, you really see, okay, I put in some work.

14:00I tried my best. Or a maintenance site. I had a child and I haven't slept for six months. Okay, I need to come back and kind of see how things are moving. So I think most people stay between the sort of six-month to one-year cadence. Yeah. I mean, I even already feel like I already just had one day in February and I'm like, I want mine tomorrow. because, you know, for me, I think just having that longitudinal gain is so helpful. I've never been able to have access to that. Down to the holes on my skin, my grip strength. It just was very empowering to be able to access that. The other thing you will see when you come back, if you just buy a machine from somebody else you put in the clinic, the proposition is static.

14:36Every year that you come back, it's the same. When you come back now, compared to February, we have a bunch of new stuff. So like every quarter, you will see more and more sort of diagnostic insights happen. So we now have full verbal integration. So any data that you're already tracking is kind of sucked into the debrief and will be reviewed by the doctor. We've added insights around visceral fat, which is the hidden root of fat between your organs and relate to the biggest health risks. So not only is it fun to come back as your workers, it's also fun to come back and see more and more things happening.

15:07Which is just so fascinating because the velocity of change typically in health care is, if I think about my pediatrician experience at 20 years old, it was largely the same. And overnight you have this experience that changes on a six month basis, which is just, you know, I think a massive shift to think about. I think just from the technologists in me, I'm very curious that you mentioned everything from real estate to the user journey to building your own hardware to the software side. What have been some things that have been underratedly difficult in history? Well, I think vertical integration sounds great.

15:40Oh, this is going to be so wonderful. In reality, it's been healthcare, no problem. in reality you get like 10 groups of people who just speak completely different languages and you think like oh they don't get the realistic people don't get it the software people don't get it the hardware people don't get it and it's your job as a founder to create a culture where all of these people can work together and thrive so the happy scenario in a vertically integrated company and this is what we do every day is we have an architect sit together with a doctor sit together with a designer and to talk about it like what is optimal physical infrastructure to provide healthcare.

16:15And I can tell you, my parents never in their entire careers did they sit down with an architect asking them how to design a hospital, okay? It doesn't happen. So that's when it's working great. The challenge is a lot of the time, you know, we all have different recipes for success. So for example, hardware engineers, they often have the scar tissue that like, oh, we did this fast. There was a mistake. We have to make a huge recall. So you really want to be diligent before you move ahead. Software people have the exact opposite experience. When we moved really fast, we got super quick feedback and we could fix it.

16:48So they want to move fast in the beginning. They want to move slow in the beginning. And then you have to create a team that's collaborating. So this took us a couple of years to really build this culture where all these different folks were working together. Not to mention the doctors. Very few doctors are used to working with engineers and designers and these things. Yeah, it's amazing what you've been able to tackle. But it's also the most fun part of the job. I mean, honestly, sitting in a room with all these different folks, trying to solve the patient experience together. because that's what never happens usually.

17:16Usually it's like we have 20 topics and patient experience was like 35 down on the list because typically patients don't pay. So there are all these other priorities, regulatory that you focus on because we have a direct relationship with all of our members. We can really just focus all day, every day on how do we create the most wonderful consumer healthcare experience. Yeah, honestly, I would love to tune into a conversation like in that room where you have an architect speaking from a doctor, a hardware engineer and a software engineer. So I can only imagine how energizing some of those conversations can be when you really, you know, peel back and work from those principles and everyone's trying to achieve the same goal.

17:53I think before we get also into the U.S. expansion, one of the things I've heard a lot about, you know, a lot of chatter in my comments about NetGo, I figure it might be helpful to also maybe myth us some things. Because I'm sure as a founder, you live in your household with doctors. There's been some questions about scans, the price of this, does this work? So I think for starters, in the US, there's been other preventative stans. And there's, I think, largely been some concern around overdiagnosis or this idea that we're creating a worried well. How do you think about NEPCO's positioning of that?

18:29First of all, I think it's a very bizarre idea that we have this worried well. It's a problem that we have that people who are not sick yet are caring about their health. I think that's a very positive thing. Now, if you give them information that they don't know what to do with, that can be a problem. So, you know, the approach we take at NECO is we always have the diagnostic together with an in-person consultation with a clinician. So nobody leaves NECO with some random PDF saying, hey, this value was high, this value was low. So I say, we have very few people who walked out of there not knowing what's going on, worried, thinking like, oh, my God, what am I going to do now, et cetera, because we do it.

19:05And if we find something abnormal, we actually manage the follow-on care. So we have our own specialist. So first of all, we always double check ourselves. So if there's some sign that something is wrong, we have our own cardiologist, dermatologist who will review it. If we can confirm like this isn't looking good, then we will help you with the referral to the place where you need to go. So I always say that NECO's job is not to give you a diagnostic result. Like it's not to give you a PDF. It is to get you back to good health. That's our job. And it's part of that job is having the right diagnostic information.

19:39And I think this is radically different from almost any other consumer health thing where they basically give you the information and then it's kind of on you to figure out what to do with it. Yeah. Honestly, even from my experience, I had seen all these numbers and it was just like daunting. You know, you're like, am I not? And then, you know, I had this session with an actual physician and it was just so helpful to contextualize. And from there on, I was like, OK, I get this. I get why this is helpful data. And also, as I mentioned, look, 1 % of people have something to end their life. So this is not some wellness woo-woo where it's all just a fun experience.

20:14Like, we're going to be able to do over 200 ,000 scans by hiring New York over the next 24 months. 1 % of 200 ,000, you can do the math of how many New Yorkers who will get to be there for their children, for their spouses, because they think, hey, they've got the information in time. So it really matters. So as much as we obsess about the healthcare experience at the end of the day, the mission of the company is to make a difference in people's lives. And I think the data is very clear. We publish all of this information on our website. It's very clear that we're having a big impact on people's lives.

20:49All right, let's bust another. Okay, sorry, let's go for it. So isn't this just an annual physical with better lighting? Meanwhile, I actually have a hard time getting in to see my GPA. And I got the total annual physical. Right. So bust that for us. I mean, isn't this just a phone? You can call someone with it. So, you know, you can always play this game. Well, it's not a game, but like, you know, this was a great whole discussion where like the PCP were saying, hey, the Mac is just an overpriced thing because you feel like you have a spreadsheet, whatever. The biggest difference with the physical is I sometimes joke that I think my grandfather could walk into a modern PCP's office, sit down and feel pretty comfortable.

21:26He would have the stethoscope. He would have the wooden thing you put in your mouth, whatever. So I would say the traditional way of doing things is using tools that are maybe 100 years old. So what we're doing different is really that we've reinvented this whole diagnostic stack to give you way deeper insights and make it super easy to track those every time. So just to help me, Orian, where does this fit in the stack? Do I still need my PCP? What does that look like for me as a user? Or is it complimentary? Where does it all fit? Yeah, so NIC is fundamentally building outside of the existing system because, as I mentioned, the incentive structures today doesn't really support prevention, doesn't really support helping you get healthier over time, et cetera.

22:05So you still need a PCP for when you break your foot or your interaction with the traditional healthcare system. But that PCP foothold typically is not really focused on tracking your health over time, helping you avoid things, being proactive, et cetera. And they're also, when they do it with an annual physical or something like that, the proposition of what they do hasn't really changed in the last 20, 30 years. Whereas what we do at NECO is a much more thorough mapping of what's happening with your health. Most importantly, making it super easy then year over year or over time, track and see where things are going.

22:39Do you see people taking the NECO data and bringing it to their GP? Yeah, totally. Yep. other LLMs or, you know, whatever, whoever they want to put their healthcare data today. Maybe a follow-up to that. You have a lot of folks, especially as it may be more of a U.S. question is, you know, I'm insured, I have a private care doctor, why would I pay out pocket for something like this? Great question. Look, our biggest market today is in Europe. In Europe, healthcare is free. So this was one, like, as we were building this company for the first five years, all the know-it-alls in the industry thought this was the worst idea they'd ever heard.

23:15Yeah. Especially starting in a market where it's free. So why would someone who has access to free healthcare, no matter like, you know, it's single payer, why would they fork out, you know, 500 bucks to do something? And the reason is that the quality that you can get in the existing system is just a very far distance from what consumers are expecting today. So not only have we found some customers in Europe, we've had hundreds of thousands of people have been on the wait list. We've not been able to open for booking for three years. And we don't do any marketing. And this is because there's so many consumers who want something different out of the relationships with their health and with their healthcare system, that they're lining up to say, finally, a place that I can go and have a serious conversation about how I can invest in my health in the right way before something goes wrong.

24:04That's not a conveyor belt. We're going to talk for five minutes and then you're in and out so I can kind of get my reimbursement. Last myth. People always have questions about their data. What happens to Necro data? Are you collecting my data to sell it to another provider? So we don't collect your data to sell it to anybody. So our job, like, first of all, is your data. You can manage whatever you want to happen with that data yourself through the app. So that's entirely up to you. And our business model is very simple, which is like we work directly with our members. If we do a good job, they will continue to come back.

24:38If we don't, they won't. And that's the full story. Moving on to the U.S. expansion, I think a lot of people are curious because it's a very different medical system. You know, we address some of that. But I'm curious also just why New York first out of all the cities you could have launched it. Yeah, so first of all, why the U.S.? So the U.S. is the world's biggest healthcare market. So even though we have been very successful in Europe and it would have been easier to continue doing things there, there was just no way NECO was going to be successful in its mission without showing that this can work also in the U.S.

25:12Highly affordable, high-quality preventive care that it can work across the U.S. as well. So we knew the U.S. would be a very important market for us. And then it's like, okay, where do you start? And New York is one of the greatest cities in the world. And it has one of the most diverse groups of folks in the world. that love new stuff. They have very high expectations. So we thought this is a perfect place to start. And I think also the kind of cultural relevance of New York, of deciding what's cool and interesting is also super important. Did you think about different things in building the New York location versus the ones in London or out of the world?

25:50Yeah, it's always different. So the neighborhoods and what people care about is different. As I said, that's something you got obsessed about. like really having a strong understanding of what makes a great naked location in a place like New York, which is going to be different from what makes a great naked location in a place like Miami or San Francisco or something like this. You know, the US system is very different and there's all these things like referral pathways, liability insurance is a whole other situation. How is it adapting, you know, this model that has worked very well clearly in Europe?

26:20What were some things or challenges that you had in mind as you sort of started this US launch? Yes, it's a very different system. So we kind of had to reinvent our playbook and in particular as it relates to continuity of care. So because in Europe, it's very easy. They're single-pays. You just send it to one place for the nationally. In the US, it's very complicated with tons of different networks and insurers and things like this. Anything you do in consumer, it's about taking a lot of complexity and making it super easy for the consumer. And it just works. When it just works, it means someone put in a lot of hard work to simplify it.

26:57So this is the work we had to do to really figure out how can we simplify this very complicated system for our members. How did you think about price? Because obviously there's a lot of different things in the American healthcare system that made this, as you said, a little more difficult. How did you land on 499? Pricing is one of the hardest things. In particular in healthcare, where a lot of things are like, hey, I'm going to, whatever's the most expensive is the best. I'm going to opt for the most expensive thing I can't afford. That is a typical kind of consumer sentiment. Then, you know, it's not rocket science to say, if you have a wait list of people, you're not charging enough.

27:31So you should raise the prices. But our mission is to bring radically affordable, preventive healthcare to everybody. So we want to go out with a price that is sustainable for the business, but still remarkably affordable. And then, you know, deal with the consequences of like demand, the buildup, and all these things. And affordable enough so that people can keep coming back, just like you said. And look, 499 is still a lot of money. So we're not done. So over the next five to 10 years, we have to bring it down to an order of magnitude or more to hit the next level of affordability. As you think about scaling in the US, even UK, globally even, what has been the hardest thing to scale and what do you foresee as continuing to be?

28:15Is it the clinicians? Is it the hardware? Is it the software or all of it? Yeah, look, I think the hardest thing when you scale is to be consistent on quality. Like, we all know this as consumers. Oh, I used to go to that place, but oh, now it's gotten big. And, you know, it doesn't... Went downhill. Yeah. I mean, we've all seen it so many times. So the hardest thing is to build this culture that obsesses around the quality of service, the medical quality, like the user experience quality. Just everything. You know, it's a grind every day saying like, hey, this is the standards that we have. And we're going to uphold these standards for our members sake and show that health care can be incredible.

28:53And if we can get enough consumers believing in that future, it's going to change the world. So I'm a big believer that like consumers are super underrated change agents in the world. Like people hold up kind of companies and founders, but actually like it's the consumers that are voting on what kind of future they want. And in healthcare in particular, it's like almost no one has an optimistic view of what the healthcare system could be. It feels like every year it's getting worse, it's getting more expensive. In the US, you keep having government shutdowns where everything closes down because you can't agree on how to finance the healthcare costs.

29:29So there's a lot of doom and gloom. And we want to show like, no, look, it can be affordable. It can be awesome. It can be preventative. And if enough consumers come along for that journey, that will set us on a path to have that future. So this is your first U.S. location, but you have more on the way. What's the big vision? What do you see? Where do you see NECO going in the next five years as you continue to grow? Yes, I think we have really two big motions. One is to make NECO accessible to more people. So that means opening up many, many more locations. We've already announced Miami, D.C., San Francisco.

30:05So both in the U.S. and Europe, we need to open plenty so we can serve more people, so we can create a benefit for that. So that's one part. And the other part is our investment into R &D and innovation. So continuing to develop sort of groundbreaking new diagnostics that are either radically more affordable or can identify things way, way earlier or better, ideally both. So the both is the sweet spot where we can find like, hey, we can do this thing 100 times cheaper, but it's also better than what exists today. So these are the two big things. My favorite place, maybe in the entire world, is our R &D lab, where we have crazy smart engineers working together with doctors and architects and everything to develop our next generation diagnostic tools.

30:49So we're doing clinical studies with et cetera right now. Anything in particular that you can share that you're excited about that R &D team is putting? I can't say the specifics, but we all know the big killers and the big things that are going to ruin your life quality if you get it. and some of them are more solvable than others. But I think also like over the next 10 years, if you look at what's happening with AI drug discovery and other things, we're going to have a completely new frontier of actionability as well. So I think conditions like Alzheimer's and other things that today is more or less a death sentence will be things that we will understand a lot better, that we can act on, et cetera.

31:31I think, you know, the GOP-1 era is kind of a miracle that for the first time in human history, we've reversed the trend on obesity, which is one of the biggest risk factors. And I think we're going to see a world where many of the things that today we think are kind of unsolvable problems become solvable. Yeah, it's a really exciting picture of the future. And I think for me, it always comes down to, you can unlock all of that, but you need people to want to show up for their health scans in the first place and to have some sort of longitudinal data profile to unlock all of those downstream massive frontier unlocks.

32:07That's exactly right. So what you need to have for this future is a deep profile of all of your health information. And not just like today, but because the trends are more important than the absolute. So if you have a rich history of what's happening with your health for the past 10 years, you're going to be able to pipe that into whatever model of your choosing. And now you're going to have a healthcare experience that's fully centered around you. I think the distinction between kind of food, medicine, and supplements will be very murky because it's going to be just like there's you, you have your genotype and your phenotype, and then you're going to have the risks, and then you're going to have the things that might help you.

32:49And those things we will be able to customize for you specifically. But all of this is built on the foundation that we actually understand your health really well. We'll be tracking it over time so we can derive these insights. Yeah, I think it'll be insane in five years to think that we even walked around without any of this data on hand. And I'm just really excited that folks in New York will get to experience it starting today when we share this conversation. But yeah, thank you so much, Elmer, for joining us. It's really just been so illuminating to kind of peel back a layer behind the experience because obviously as a consumer, it's just magical.

33:24and now hearing a layer deeper of all the thoughtfulness and attention that went behind this experience. I'm just really excited for the future of NetGo and for many more people to try it out. Yep. Thank you, guys. It was great being here.