Commure Hits $7B Backed by GC, Sequoia, Morgan Stanley

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22:22Tanay Tandon:I know AI insurance sounded really silly when it was just first rolled out, but it's clearly deep-seated in lots of companies. Is that something that you have thought about? How do you think about that? You know, I think my prediction for the space is it's eventually all going to converge upon some sort of general liability software cyber insurance package. And the reason is that I think in most cases, the language model, widespread use of the language model in healthcare in particular actually improves outcomes enough where the malpractice exposure, I mean, it's just going to be a better look.

23:05It's going to be a better end outcome on a dollar basis too for the CFO department and the CLOs department. When we talk to health system C-suite, the CFOs and the CLOs are so excited because they see in the data, just like with self-driving, that yes, occasionally you have weird performance. But on the averages, and in the 99 % of cases, it improves outcomes so much that the malpractice implications are actually very net positive. And I think because of that, you should see a reduction in premiums. And maybe there's like an AI subcategory that, you know, emerges in general liability or cyber insurance.

23:40I don't think it's going to be this, you know, category of its own. Because in terms of like pricing it, it's no better or worse than general software for most industries.

23:51Tanay Tandon:Not to go like too far off the line, but like what is the implementation process with these teams? Like do they have the technical rigor to understand? Obviously like AI, this whole thing is like very new. It's not just like you're deploying software, but you do need to be trained for it. So how do you do that for the different partners that you work with? Yeah, I think the... So we have this forward deployed team of engineers that obviously is stolen from Palantir, but I mean, the model works so well. You take smart, hungry people that are early in their careers, and you throw them into the face of the problem within the hospital, within the health system.

24:27And you kind of let them free. And that has been one of the ways that we've actually propagated usage of these models very quickly. Because a physician sees this excited young engineer come into the hospital and wants to co-develop with them and wants to work with them and wants to iterate on these models. And so our first implementations with HCA was literally a couple of engineers on the ground in a hospital with three physicians. And it was like two months of back and forth. How do we make this model work really well in a hospital setting or an ED setting, which are really hard settings to perfect documentation in?

25:02And once it started working super well, we expanded it to another group and then another group. And then there was a top-down decision to go enterprise-wide. And so in the implementation teams, now it looks a lot more like just general software trainers. They come in, they help launch, they teach them how to speak into the microphone, what to say, just really be natural in your conversation with the patient. And then on revenue cycle, we'll usually have a team that goes into the billing department, migrates their system using a set of agents that'll take, you know, old system of record and populate it into new system of record, and then really show them how to invoke an agent to do a task for them.

25:40The beauty of, I think, LLMs and agents is it's quite intuitive. Everyone, anyone who's worked in a corporate setting for years and years has a sense of how to delegate and how to give someone a task. You've pass them context and you give them a direction. And I think in healthcare, it's even simpler. It's usually the context is the claim and the encounter history and the patient's chart information. And then the direction is whatever you want the person to do, which is resubmit the appeal, work on the denial, file the prior authorization. And we've been able to get these models to get very, very, very good at these tasks because of the sheer volume of data that we have.

26:19And so the training ends up being maybe a day, day and a half in person. And then you see people just run with it and eventually just train each other as well.

26:26Tanay Tandon:Have you seen the composition of health care teams change at all? I mean, I know this is probably still too early, but it is really it should be improving their workload a lot because it's really redundant. It's handwritten. But how are you seeing compositions change and what do you think it'll look like? Yeah, I think to the first point, the feedback from the physicians and from the providers and the medical billers is insane. We had a quote last week that Hemant actually posted, and it was from a physician that said, I was about to quit. I was looking for another job because these 14-hour shifts were just ridiculous.

27:03And it was getting, you know, I couldn't take care of my kids, and it had just turned into too much for me. And then I used the tool, the Cremere Ambient tool, paired with Revenue Cycle, and it literally finished 14 charts instantly. And she was like, boom, I have two more hours in my day. I can do this now. And decided to stick with the job, like literally didn't leave health care. We have a massive labor shortage in health care. We cannot have trained people leave the system. And, you know, this woman did not leave health care because of the tool and because of a language model and because of our software products.

27:33So that's been amazing to see. And you hear stories like that every day where nurses, physicians, medical administrators feel like they have another 10, 15 years they can give back to the community because the tools have given them that. Number two, in terms of composition, I think the smartest health systems are starting to hire these AI implementation teams, are starting to hire engineers of their own to come in and help with implementations. Now, the only systems that can do that are the ones that it's kind of like a chicken and egg problem. The only systems that can do that are the ones that generate enough operating cash flow to forward invest.

28:06And that's sort of our bet is step one, give them the tools that improve cash flow. And then that cash flow lets them invest in R &D teams who will then go build more and more interesting stuff in partnership with us within the hospital and within the system. SUMA is a great example of this in partnership with GC.

28:23Tanay Tandon:What is it like working with SUMA? It's a real hospital? It's a real hospital. It's a real hospital in Akron, Ohio. And, you know, I got to hand it to Hemant. The beauty of GC and I think Hemant is we are so ambitious and they are not content being a VC firm that makes just great returns for LPs by investing in a Series A and, you know, the two or three companies that matter every year getting into the rounds. They really want to bend the universe. And part of that means going to Akron, Ohio, buying a system that was on track to go bankrupt in the next couple of years and transforming it with AI.

28:59There are a lot of people that would be more than happy to sell tools to the miners and make a lot of money doing that. I think it takes a special person and a special organization to say, no, we're actually going to go direct. And we're going to show the world that you can build a better hospital. You can build a better health system. You can do it today. You don't have to wait around and just make your money on software. We had RFK Jr. visit the hospital last week. and we hosted him there and it was an amazing visit, showing him the transformation with ambient documentation on ComerStack with ADOC, which is an imaging-based company that's essentially automating a lot of the scan process.

29:35And so one of the things that we've noticed at Suma is the appetite from the physicians is just, I mean, they're ready to go. They want those hours back in their day. They want those dollars to show up in the system to create that cash flow cycle. and I mean it's been so much fun on the ground. We have you know 10-15 engineers there at any given point of time and we're working hand in hand with the physicians.

29:57Tanay Tandon:This might be a total tangent but I travel a lot so I'm often fatigued and like yeah over exhausted to the point where I like all pass out and because of that I get IVs to my house and I always chat them up. It's always really fun because they have the craziest stories these nurses and most of them are ER nurses and this woman who came to my apartment like a couple weeks ago I was asking her about her job and like she was an ER nurse and I was like well which do you like better do you like coming to you know nice calm environments or do you like being an ER nurse and like dealing with all the complexities and like the chaos and all the adrenaline all that stuff she was like no I actually like prefer that like I like it like she like she's just like wired to do that yes uh which is so cool to hear and like know because I mean from the outside like yeah that scares me yep but they love their jobs they love their jobs and I think there's something to it we're in the ER in particular we've spent a lot of time building our tools for the ER um it is a chaotic environment and you are if you're a triage nurse you are literally making life or death decisions in front I mean, you pick who goes in first, who goes in second, who gets care right in the lobby.

31:16And those are not easy decisions. And I think the mental fortitude of these nurses combined with their appetite to just take on the craziest problems is super inspiring. And it makes it really easy to build tools for them. And when we, some of our engineers, their favorite visits are the ones where they get to go to the ED and sit with the nurses because they just see so many problems, so much pain that they can come and just sink their teeth into and build tools for. And I think as a software engineer, for me, that's exhilarating. It's like, what more could you ask for?

31:49Tanay Tandon:Yeah, that's crazy. That's amazing. They have the craziest stories, too. I can't repeat it, but like people in California are effed up. I believe it. They do weird stuff. there's a lot of weird people sometimes it involves animals which the state needs to change the regulations on I don't anyways got it so I guess since we're already on the regulatory kind of topic sorry for the transition people do weird things with animals this is what I want I'm going to take that with me. Speaking of regulatory environment, is the admin more or less acting with urgency? What are you seeing with this new change of hands?

32:36I think this admin is doing an incredible job. And they're stepping out of the way in the areas where you want innovators to just quickly get on the ground and do good work. and they're intervening in the areas where regulatory intervention is needed, like Interop. I think one of the biggest problems in healthcare over the last 30 years was an EMR could guzzle up all your data and then sit there and then when you ask for it back, quote, use some crazy fee to move one piece of data from one system to another. This is insane. Genuinely, for all the shit Salesforce gets as a company, if I want to move data from one place in Salesforce to another place in Salesforce, I can do it with my eyes closed.

33:17Like there's no, I don't have to ask for permission. If I want to do that in Epic, I got to go sacrifice my firstborn child to Judy. And then maybe I will be granted a meeting to meet with someone who lets me move data from point A to point B.

33:29Tanay Tandon:It's insane. And so data liquidity is like a very real problem in healthcare. And I think the admin is tackling it head on. They're not, you know, they're not dealing with any more interop bullshit. And they're funding the Department of Justice to come after folks that are engaging in information blocking or violating the Cures Act. And as an innovator, that's welcome change. So I love the work of this administration. What do you think the biggest misconception is working with the government? I think, you know, we work with a lot of branches of government, with the FDA on med device and regulatory and algorithms.

34:04We work with CMS on payer policy and everything from when you think about the revenue cycle, what sorts of things should be approved instantly and what sorts of things should require an appeal or prior auth process. And I think the biggest misconception is that they're hard to get in touch with or that they won't take a meeting. I've actually found that you can meet with someone in the administration fairly quickly, which is amazing. I mean, this is not how it always was. You can literally send an email in and probably get a meeting in a couple of weeks, air out your concerns, and get a very structured, rational response back.

34:42And, you know, nothing in the government is going to get done tomorrow, but there is a timeline and there's a plan. And I think, you know, folks like Chris Klomp, who's come in and is leading a lot of those initiatives, are just a breath of fresh air. And to see innovators in chair in government positions, I think most people don't realize how forward thinking this admin is.

35:02Tanay Tandon:I asked Teresa the same question. Yeah. And she said similarly, like start earlier. Start early. Talk to them sooner. They want to listen to you. Definitely wear the right outfit. Yes. Which we'll come to in a bit. Later in the show. Yes. But she did say that. And then I was at a conference earlier today and one of the heads of HHS was there. And he said, yeah, like, come talk to us. Yes. Like, don't wait. They're willing to engage early. Yeah, just start early. Yep. And there's good people. There's good people in the admin and it's great to see it. Okay, so you have 1 ,200 employees. Yes. You went viral for something that Alfred Lynn duxed you on.

35:49Tanay Tandon:I want to ask about how you felt about that after I recited verbatim. But you went viral for what you want to look for in employees. Yep. Specifically heat-seeking missiles, which is super aggressive. But, you know, it's an aggressive mission. It is. So you said, describing this person, this person actively seeks out the hairiest, gnarliest problems that customers have or exists generally in the business, i.e. go-to-market efficiency, and then surgically works to eliminate said problem. They have almost an addiction to seeking out sources of pain and blowing them up. He's seeking missile for pain.

36:34I think, well, first of all, I was honored that so many people resonated with it because it is something we really look for in our business. and it was an email that I had sent out to our whole company describing what it means to work at Comir and you have to be a heat-seeking missile for pain and Alfred forwarded to some of the other Sequoia founders and then tweeted about it and yeah it went vile we got I mean from a hiring standpoint we got some amazing inbound that day so I'm very grateful that Alfred posted about it for me I think it's it's interesting because if you if you look at value creation like in many ways pain is the genesis of all capitalism.

37:10Like there is problem and then someone comes up with solution and then there is value creation and value capture in that process. Without pain, there is no capitalism. And as a result, I think we should all pray at the altar of pain. Pain is signal. Pain is signal in a business. Pain is signal outside with customers. It means that there is something broken in the human experience and you should go fix it. And that's what humans are wired for. And I think to be successful in starting companies and building companies and working at fast growing companies, if you do not have an addiction for finding pain and blowing it up, you won't survive.

37:44And the reason is, is that without that mindset of, I need to find pain, not just like let it happen to me and then deal with it, but find pain and blow it up, your company won't grow as fast as your competitor. Your, you know, your go-to-market will never be as fast as the next guy over. Your products will never evolve as quickly because every product has pain. Every organization has pain. And a heat-seeking missile for pain is addicted to finding that and blowing it up. So it is, to me, maybe the most important signal in hiring. And it's probably also the most important signal in investing and finding founders that have that addiction to finding pain.

38:22Tanay Tandon:You started the company at 18. You're not 18 anymore we clarified that yes um sorry it sucks but i'm not i tried good so with that the company has been through a couple rounds of m &a you've acquired you've merged you've done many things um was that process part of which changed your perspective on how to build a company like that is not an that's not a conventional way to build a company so like How did that? Yeah. What is the strategy there and the process and the thinking? I think one of the interesting things is if you look at the history of American businesses, the great American businesses were built on the backs of M &A.

39:04Rockefeller was maybe the best acquirer of businesses of all time. I would say that Disney, like Iger's Disney, was one of the most acquisitive and well-structured acquirers of IP and talent and technology that we've ever seen in the 2000s. I think there's a ton of other just amazing businesses that are worth hundreds of billions of dollars that people don't even talk about that are amazing acquirers. Dell. Dell is another great example. People don't talk about Dell. There's maybe a hundred billion dollars worth of value created in the last 15 years through Michael Dell and Silverlake's partnership.

39:36And they acquired some very interesting businesses, put them together in interesting ways, unlock distribution, unlock products. And I think it is a skill that as you grow as a founder, you need to get very good at. In our journey, we've used M &A really for distribution. And in some cases, I think for talent, where there have been critical people that are building amazing products in a space, and we've brought them in and accelerated the whole company as a result. In the Camus and Thales merger, I think it was really both of those things. One, Heymont had amazing distribution through his General Catalyst health assurance framework and all the hospitals that are partnered with him.

40:15He had an amazing access to capital that has really helped and accelerated Commure. And then I think on the Othello side, we had great engineering talent. We had heat-seeking missiles for pain that could go in and solve problems. And you put those two things together and there was a lot of value creation in that process. We've also acquired some businesses like Augmedics that was a public company and it was particularly done for distribution. They were in 40 different health systems and trading at like 1.5x revenue. The public markets weren't valuing this company correctly. And we seized that opportunity, brought it in, and used their distribution to very quickly expand our products and also transformed their margin structure using LLMs, primarily labor-based business that is now primarily software-based using language models.

41:00Tanay Tandon:What's the biggest takeaway, lesson, or challenge that you've had through those processes? I think the number one learning in M &A is there's a lot of people that think M &A is about finding the perfect asset or acquiring the perfect asset and diligencing every, you know, making sure that it's pristine. Pristine assets are usually, you know, there's no price disparity. There's no advantage that you can take of a, you know, of a pristine asset. Most M &A, and I think most good M &A, there are skeletons. There are things that you have to internalize that are not working in the company and be okay with that because you have the other pieces that will make it work.

41:36You know, in the case of Augmedics, great distribution, great legacy relationships, but the pace of innovation wasn't there. And they didn't have a software engineering team that was iterating every week, or in some cases every day, which is what you need in the age of LLMs. And when we brought that in, I mean, it just, it created so much value at HCA. It created so much value at Sutter. It's created so much value at our other, these other health system partners. And so, but we had to be okay with the fact that it was suboptimal in some ways. and we were going to plug those things out and make a quick change.

42:09I'd say number two is you have to be very ruthless about stating what the culture of the combined business is. You can't, I think this idea of you acquire companies and like everyone's friends and, you know, we're going to be like a little bit of your culture, a little bit of our culture. No, there's always a winning acquiring culture that becomes the culture of the combined business. And there are people in the company you're acquiring that heavily opt into that. There's also people that opt out and that's totally fine. You got to just give them that opportunity and then start from fresh.

42:37Tanay Tandon:How long is that window? I think you have like, probably have like 90 days to make like a very aggressive, maybe less. I would say like 45 days is like kind of set. Like people are now, they know what they're doing. They're either locked in or they're not. And by day 90, if, you know, that reset hasn't happened, you're going to continue to run the business the way it was running before, which probably isn't a good thing. If, you know, if you had a, you know, very genuine acquisition thesis around it. We didn't talk about this at all, but you started off as a blood testing company. Yes. And you were inspired by Elizabeth Holmes.

43:11I would not say I was inspired by Elizabeth Holmes. That sounds like an Alfred jab. But we were started around the same time that the whole Theranos saga was happening. That is not untrue. Sorry.

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44:51Tanay Tandon:Mistral,

45:11Tanay Tandon:But we do have another Alfred question. Yes. What is the craziest hack that you and Deepika pulled off? I know what he's referring to. And I don't know if I can tell. I'll tell most of the story. And I told the story in my speech at Deepika's wedding. But the way that it goes is that we were partnered with a health system, and I won't say their name. And they had given us access to residual blood samples. Now, Deepika was like, she's like a saleswoman. She's really good at like getting into situations, talking her way into things, out of things. And, you know, our residual blood sample partnership with this health system was actually nothing more than Deepka being friends with the security guard and the front desk lady.

45:57Tanay Tandon:Oh, my gosh. And so we had accumulated hundreds of samples and they were, you know, anonymized and, you know, there was no like HIPAA concern. But we were using these samples. We were getting them from the security guy? We were getting them because we would walk past the security guy and I guess he liked Ibika. And one day I found out that this was the situation and we quite literally had to meet with, we were summoned to meet with the health system administration and they were like, what the fuck is going on? We were like 19 year olds. We were scared out of our minds. You're like, what, this is bad?

46:34Tanay Tandon:What do you mean? We're building a company here. Don't you understand? We're trying to make it work. And they were like, look, Pharma buys these samples for like tens of thousands of dollars of samples. You guys are just picking them up. Like, what are we talking about? And ultimately, we were able to use the fact that it had been going on for so long as a negotiating chip. And the worry that's their fault. It's their fault. Like, you know, we just really turned it on them and ended up having a very fruitful partnership. And it was an amazing, it's an amazing academic health center, still a very close partner of ours.

47:07just had a slightly unconventional beginning to that relationship.

47:10Tanay Tandon:At the end, they were just like, respect. Respect. No, it was very much like, we get it. You're hustling and we support. Another good Alfred question. Did you ever think you'd become an enterprise salesperson? You know, Alfred truly reminds me at every chance that he gets that I am now a sales rep. And that's okay because I think sales is the most important skill in the world. and I think the best, you know, the best CEOs are always selling, they're always closing and a big part of, you know, to Alfred's point, a big part of my job today is I'm an enterprise sales rep and I would, you know, when I started my career, I was at the Stanford AI lab.

47:49I thought I would be a hacker my whole life. I thought I would get a PhD. I thought I would go work at a research lab and that would have been a fun career too. This is just a very different set of skills and I had to learn how to sell. It was not something that initially came naturally to me, but I'm so grateful that I took the punches and eventually got reasonably good at it.

48:10Tanay Tandon:Now that I'm saying these questions out loud, I'm really noticing a pattern. Here's the next one. He would like to know, did you think it was a good idea to show up to the JPMorgan Health Summit in a t-shirt, shorts, and flip-flops? This is a, the story is turned into lore within the company because the first JPMorgan conference that we went to, I did in fact show up in t-shirt shorts and like cargo shorts, like with the buttons and everything and flip-flops. They were sandals. They were open-toed, but they were Velcro. Were you 19 at this time? I was 20. I should have known better. All right, yeah, 20.

48:50But we go to the conference, and I guess the cool thing at the time was you're a tech bro, you underdress, you go to these things. And honestly, at the JPM conference, and these people are looking at me like I'm a fucking joke. And that was when I got my first suit. And so ever since then, anytime we go to JPM, I look good. And Alfred always comments on it as well. So I remember he saw me that day, and he was like, this is ridiculous. This is completely unreasonable. And then he saw me like a year or two later when I showed up suited up. And that's when he started calling me an enterprise sales rep.

49:27So there's no winning with Alfred Lin.

49:29Tanay Tandon:So you can confirm you own a suit. I own multiple suits now. Okay. All the colors. The best colors. That's great. Yeah. So for Alfred's interview, I think, so Tarek introduced us probably over the summer. Yes. And then I was interviewing Alfred and I asked you if you have any good questions for him. Yes. And you described Alfred as being more of like a CFO, COO brain versus a VC brain. Yeah. So what is that like? What is it like working with him and Sequoia? I think Alfred is so analytical. And I think in some ways the world has been shortchanged that Alfred Lin doesn't still run a company. and I mean he gets to exert his leverage and advice across you know dozens or hundreds of companies now but in some ways he's such an incredible operator and he has such a great instinct for how the roles of a COO and CFO overlap because he did both of them and I think what that means when you show him a P &L he will scrutinize everything down to like the last item like why was T &E on sales and enterprise and the Western segment so high this quarter and you're like, dude, what?

50:40What are you talking about? And then you look in and you're like, well, actually, they threw a couple of big dinners for clients and we better see some ROI on that in a couple months. And so his instincts are very sharp. I think he is honed in on the numbers that matter in a business. And he can read very early the signals of when you see traction and when you see great customer retention and when you see customer love in these products. I think makes him such a great investor. And then on the operating side, I think he's an incredible hirer and aggregator of talent. One of the biggest value ads we've gotten from Sequoia and Alfred is whenever we've had a candidate that we are right there at the finish line and we're competing with a larger company or a larger comp offer, Alfred comes in and gets the job done.

51:25And so he's a closer. He pitches the vision. He pitches the long-term bull case for the company and for me and Deepika as founders. And I'll say early on, the massive difference that made. I mean, it was trajectory changing. There were executives, like, you know, amazing engineers at companies who probably had no business joining us. Like, without, you know, Alfred putting in that word and vouching for us, they would have probably gone somewhere else. And now they're still at the company to this day. I mean, our CTO, Alfred was the closing call. Drew is still with the company and like really one of the founding partners of the business.

52:00So I'm always grateful to Alfred for that. And to this day, he does it for us.

52:05Tanay Tandon:That's great. Any other lore you have on your investors? What can we, I mean, you're warmed up now. Lore. I mean, I got to position the missiles back. That's like, yeah, I would say about Heymont, I think one of the, the first time I met HT was I was in college and I showed up. Because they, like, didn't they, wasn't this incubated with them? It was very early. So exactly. Camero was incubated at GC and Othellis, which is what I was running when I first met HT, I was starting it right out of my Stanford dorm room at the time. And so I went to the GC office, which is on University Avenue. And I rolled up and I had a bike and I rolled up and the old general catalyst office in Palo Alto was like a house.

52:54And then there was this white picket fence. And he was on the porch on a phone call. And I was like, where the fuck do I put my bike? There's no bike rack. Like, this is like, you know, we're in Palo Alto. Where are the bike racks? And so he's on the call and I'm just like, I had no idea who he was. I was like, hey, man, is it cool if I walk my bike to this fence? And he was like, what?

53:12Tanay Tandon:Like, who the fuck are you? And he was like, sure. And then he saw me walk in and we had a meeting later. But I think it just goes to show that the best investors are so plugged in that they're meeting with the random autistic kid on campus and giving them time of day. When, you know, HT was already running Livongo and he was already, you know, big time investor in Stripe. And the fact that he was giving me even like 20 minutes as a Stanford freshman just shows you, I think that's what it takes. I think to be great at anything, you have to give it so much time. And both Alfred, Hemant, Teresa, Kassar from Applied, who's also on our board.

53:49I mean, these guys are just always fucking on.

53:51Tanay Tandon:Before I ask you the last question, we're going to ask you a pre-last question. Deal. What is your hottest take right now? I think the US healthcare system gets shit on a lot in that people say that we have a bad health system and it's expensive and this and that. The reality is that the American healthcare system is the engine of innovation for the whole world. The vaccines that are made are the best in the world, the drugs that are made are the best in the world. And I think from a, we owe it to the American healthcare system to make it more efficient. But this idea that you can get the same quality of care in Canada or in the UK is preposterous.

54:30I mean, you're waiting in lines for a basic primary care visit for a year in the UK. You're waiting. You're not going to get care. You're not going to get good long-term care in Canada, just period, because the systems and the infrastructure and the funding doesn't exist. And you have these 18 fucking provinces all never talking to each other. And so the American healthcare system is quite advanced. And when you meet with the operators that run it, they're all really well-meaning. And I think there has been 50 years of middleware that's gotten created with insurance companies and PBMs and all their interactions that there's a lot of profit seeking and a lot of rent seeking, but the quality of the system is probably the highest in the world.

55:08And now it's just a matter of LLMs are this gift that we've received to go nuke all of that work tax. And that in some ways is going to be my life's work in terms of just eliminating the work tax and making the system a trillion dollars more efficient. Because if you do that, you make the entire American middle class wealthier.

55:27Tanay Tandon:As we look forward the next 12 months, what are you most excited for? I think the capabilities of these truly agentic models, we see them in R &D today. We see them even with our own engineers. And to see that now transition to the nurses and the physicians, it's like 2023 all over again, where the first time a physician adopted ambient scribing, their jaw dropped. The first time a nurse was able to recite a prescription and it all showed up perfectly in transcript as a structured note, her jaw dropped. And this year, you're going to see agents where you give it a task in an EMR and it just goes and does all the work and dollars show up at the other end of it.

56:06And so for me, I think as an engineer, the thing you love is giving people these jaw dropping moments and we're at the precipice of another one in healthcare. So that's what I'm pumped for.

56:18Tanay Tandon:Wow. That's a great way to end it. Well, tonight, thank you so much. Thank you for sharing so much on Commir, the company, the history, everything that you've learned in the healthcare system. I haven't done many healthcare interviews yet. And it's really cool to see now the inflection points being had in that industry with AI. So thank you so much for taking the time and congratulations. Thank you so much. Appreciate the time. It was a fun conversation. Hey, it's Molly. If you enjoy our interviews, check out our newsletter, Sorcery.bc, where we deliver a once a week top deals and tech headlines email and also go deeper on our podcast interviews.

56:54Tanay Tandon:Subscribe to Sorcery today. And don't forget to subscribe to the podcast on YouTube, Spotify, Apple or wherever you listen. Link in description to sign up.