Full Transcript You know whatu2019s broken in healthcare 0:01 Welcome to the Startup Physicians [music] podcast, where we explore how 0:05 doctors lead healthcare innovation. Please like and follow our show to join 0:10 our community of physicians [music] contributing to meaningful change. 0:15 Hi everyone, [music] welcome back to the Startup Physicians podcast. This is your 0:19 host, Dr. Allison Kurfman, and I'm here to tell you today that you know exactly 0:25 what's broken in healthcare because you've lived it. You've watched patients 0:30 suffer because of it, and that clinical insight is the most valuable thing a 0:35 startup can have, and it's yours. But knowing the problem and knowing how to 0:40 build a company around it are two completely different skill sets. And our 0:45 medical training didn't teach the second one. 0:48 So today on our podcast, I'm going to walk through the five foundations every 0:53 physician founder needs to go from clinical insight to launch. 0:58 I've spent the last several years working with countless founders, 1:02 both physicians and non-physicians, across healthcare. 1:06 I co-founded Imagine Pediatrics, which scaled to 100,000 patients and became a 1:12 multi-nine-figure company. And across multiple ventures, I've helped raise 1:16 over $100 million in capital. I spent time inside a top private equity 1:21 firm learning exactly how they assess and de-risk companies before putting 1:26 millions behind them. And through all of it, I've never stopped practicing 1:30 medicine. I still work in the pediatric emergency department. I still see kids 1:35 one-on-one because I love taking care of them, and I really believe that it's my 1:39 calling. And so I'm not advising from the sidelines. I'm in the same trenches 1:44 that you are, seeing the same broken systems every day and wanting them to be 1:48 different. Every solution that I've designed in healthcare came directly 1:52 from my experience seeing patients, carrying their burdens, understanding 1:56 how the system harms them, and wanting it to be different. That's the starting 2:01 point. That lived clinical experience is the single most valuable thing a 2:06 healthcare startup can have. You can't hire for that, you can't 2:10 replicate it, and if you're a physician with an idea, you already have it. 2:15 But that perspective alone doesn't build a company. I've talked to hundreds of 2:20 physicians who want to contribute at a higher level and create a one-to-many 2:25 impact. So many of them have a clear clinical vision and no idea how to turn
Why most physician founders get stuck 2:30 it into a viable business. They see the problem, they feel the 2:34 urgency, and then they get stuck. So today I'm walking through the five 2:39 foundations that every physician founder needs. These are the things that I wish 2:43 someone had told me years ago. When I first co-founded my first 2:48 company, I literally went to the library and checked out Startups for Dummies. I 2:53 didn't know what any of the words meant. I had no framework, no roadmap, very few 2:58 people I could lean on or call. My co-founder and I figured it out, but it 3:02 took longer and was more challenging than it needed to be. 3:07 So as you navigate this pathway, if you're interested in being a founder, I 3:12 would love to help guide you so that you have all the resources and connections 3:15 that you need at your fingertips and the pathway to impact that you really 3:19 desire. I've also put together a free one-page 3:23 framework for you that maps out all five foundations that we'll talk through 3:27 today as a visual reference, and you can download it at startup 3:30 physicians.com/resources and download our physician founders 3:35 framework. So let's get started. Foundation number one is validate the 3:40 right problem. This sounds pretty obvious. It's the 3:44 most commonplace where founders go wrong. 3:47 So you see problems every day in your practice. You may have a lot of ideas 3:53 for how to fix these problems, and your instinct is to start building. 3:59 I would say don't do that yet. Not every problem is worth solving as a business.
Foundation 1: Validate the right problem 4:05 Some problems are real, but the market is too small. Some are real, but 4:11 someone's already solved them well enough, and it's a little bit too hard 4:14 of a niche to get into. And some problems are real, but no one will pay 4:18 to fix them. There may be too many stakeholders, or it's really hard to 4:22 track down who carries the burden of this problem. 4:27 And some may feel urgent to you as a clinician, but they don't register as 4:32 priorities for the people who control healthcare budgets. 4:35 So when you validate your problem that you're trying to solve, it doesn't just 4:40 mean asking a couple of friends if they think it's a good idea. Validation 4:44 really means talking to like 50 people, whether it's patients, administrators, 4:50 payers, other clinicians, potential partners. You need to hear the same pain 4:55 from multiple angles. So you need to hear someone say, "Oh, I would pay for 4:59 that." not just that sounds cool. Or you need to understand who bears the burden 5:05 of this cost or of this problem. And is it because quite honestly, if the 5:11 problem lies firmly in the patient's camp, then 5:16 you're talking about a direct-to-consumer solution. So you're 5:18 asking who would actually pay to fix this problem, and if the answer is the 5:22 patient, then that is a direct-to-consumer 5:26 payment model. If the answer is the hospital system or the payers, that's a 5:31 very, very different model. So I have actually known doctors who 5:36 invested more than six figures into something that never launched. 5:41 They assumed the clinical need was obvious, so the business case must be 5:45 too. They were really gung-ho about helping. They said, "Well, I want to be 5:49 fast like a startup. I want to I want to move and take action." Which is Those 5:54 are great inclinations, but you have to have a business case. 5:59 And that's not something that we learn in medical school. So that's not the 6:02 same thing. I I learned this firsthand. Many of you know my story, but I built a 6:07 virtual care program for medically complex kids at a 6:12 um a nonprofit hospital system. It was a great pilot program. We reduced these 6:16 children's hospitalizations by 35%, cut their ER visits in half. The 6:21 clinical and financial results were undeniable, but the program still lost 6:27 its budget during COVID because we did not have a payment model at that time. 6:33 So we did not have We were trying to prove that our model would work and then 6:37 go to payers to to try to negotiate payment, but COVID threw everything for 6:41 a loop, and a lot of budgets were lost during that time period. And so even 6:46 though we had clinical proof, we didn't necessarily have business viability. So 6:50 the business case really requires understanding who pays, how much, and 6:55 why they would choose your solution over the status quo. In my case, I did have a 7:00 viable business model, but I was in the wrong environment. It was a great place 7:04 to create a pilot program, but in order to truly create a scalable startup to 7:10 reach the masses, I needed to step out of the traditional healthcare system and 7:15 into the startup world partnering with a venture firm to put capital and 7:19 resources behind the business model. So building something that can't launch is 7:24 a really expensive lesson, and I don't want you to have to learn that the hard 7:28 way. And here's the part that makes this harder than it sounds. Most physicians 7:31 don't have anyone in their life who can walk them through this process. So you 7:36 don't have co-residents who are doing market validation or attendings that 7:41 know how to build startups that you can curbside them and ask them. You're 7:45 really trying to learn a discipline that didn't exist in your medical training, 7:49 and you're doing it alone. And that's where most founders stall on this 7:53 foundation number one, not because they can't do it, but because they don't have 7:58 anyone showing them how, and they don't have the right connections. 8:02 So foundation number two, build your business model and understand unit 8:06 economics. These might be words you haven't heard before, but once you've 8:10 validated the problem, you need to answer the most important question that 8:15 any investor, partner, or payer will ask, which is how does this make money? 8:20 And the idea of unit economics really intimidates a lot of physicians. It 8:25 really shouldn't. It means one thing. So for every unit of your product 8:31 what does it cost to deliver and what does it earn in revenue? So for 8:35 instance, if you're running a service-based model, what does it cost 8:39 to deliver one session or one consultation or one assessment? When you 8:43 take all the pieces, all of the operational cost and the um the staffing 8:49 cost, maybe you need like this much of this person's time to deliver this, and 8:55 there's ways to calculate all of these things. So we're going to assess what 8:58 does it cost to deliver one unit of your product or service? And then what do you 9:03 charge? What is your revenue for that unit? And the easy math is that the 9:07 revenue needs to be higher than the costs for the model to work out. If 9:11 you're building a technology product, um what does it cost to acquire one 9:15 customer per year and serve them for a year and maintain your systems and your 9:20 technology and your security and all of that. And what will they pay you over 9:23 that time? So this is not a one-time exercise. It's 9:28 iterative. So you have to build what we call a financial model, and then you 9:33 show it to a lot of smart people. They tell you everything that's wrong with 9:36 it. They poke holes in it. They tell you these costs are underestimated and your 9:40 revenue projections are inflated. You forgot to take account for something. 9:44 And then you take all that feedback, you go back, you revise the model, and you 9:48 show it again. And every round gets you closer to something that holds up. I 9:53 very distinctly remember building some of my earliest financial models and 9:58 working with a bunch of investment bankers who are really good at Excel. I 10:02 even remember being tasked the night before like a 10:05 really big payer call to find $24 million in the model. Like we need to 10:10 cut costs or increase revenue. We have to find $24 million. So that was a 10:15 and obviously this is on a piece of paper. Like this is not it's a thought 10:19 exercise. But you want to you know your math teacher in like middle school said 10:23 to show your work. Like you want someone to be able to go in and be like oh, I 10:27 see how they got to this number. So that was my joke with my co-founders at like 10:32 2:00 in the morning the night before a big in-person meeting was that we had we 10:36 were like we're going to look in the couch cushions for $24 million. 10:40 Now granted we did not get a payer contract that next day. We still had a 10:43 lot of work to do on the model. But they told us all the things that were wrong 10:47 with it, all the things we were missing and then we kept going back and and 10:51 building that. So at Startup Physicians I I took all of that experience that I 10:56 had working at a firm and I've built AI-powered tools for this exact process.
Foundation 2: Business model + unit economics 11:01 So our tools can walk founders through this multi-layered financial modeling 11:06 step by step. And I really pulled from how private equity firms assess early 11:10 stage companies. You do not need an MBA. You need a framework and a willingness 11:16 to iterate. And the best thing about AI is that it is written in English. So you 11:20 can talk to it in English. You don't have to know code. You don't have to 11:24 know how to use Excel deeply. It's really phenomenal what we've been able 11:28 to do to create agents. And like I said just a couple of years ago I was 11:33 spending countless hours developing our clinical model with investment bankers 11:39 who could actually create into an Excel model. And now I can guide physicians 11:43 who have no investment banking experience through the process to create 11:47 forward-looking accurate and predictive financials using our customized agents. 11:53 So but I want to be honest with you. This is where most physician founders 11:57 feel the most lost. And actually I know a number of physicians who are running 12:02 businesses who even say the forward-looking financial modeling is 12:07 the the thing that you know sometimes they hire a fractional CFO to do this 12:11 sort of work. I want you guys to know how to do this on your own. I want you 12:14 to know exactly how to build this. If you were able to get through medical 12:18 school, you are able to learn this too. Your the clinical side of things is 12:23 intuitive to you. And it has a lot of meaning to you. The 12:26 financial modeling side of things feels like a foreign language. And if you've 12:30 never sat across from an investor who's picking apart your unit economics, you 12:34 just don't know what you don't know. And that gap between clinical confidence and 12:39 financial fluency is where companies can fail. So it's not because the idea was 12:45 wrong, but because the founder couldn't prove the math worked and maybe never 12:49 got that runway. So foundation three is standing up 12:54 operations that scale. Speed matters in health care startups. 13:00 We there's a metric we use called like your runway, which is like how many 13:04 months you have before you run out of money. The companies that succeed in 13:09 health care innovation move fast. Within 6 months your concept needs to be 13:14 validated, your model needs to work and you need to be in front of the right 13:18 people. You cannot spend 3 months figuring out you know what project 13:23 management tool to use. You need operational templates. You need a tech 13:27 stack that works immediately and the discipline to build systems instead of 13:32 one-off solutions. One of the biggest mistakes I see 13:35 founders building is point solutions. So they say I am going to use AI to solve 13:40 this one super specific problem in clinical workflows. 13:46 By the time they finish making that thing, the landscape has shifted and 13:50 their very narrow solution is already outdated. We actually saw this recently 13:54 where they're spent a bunch of companies that their whole thing was that they do 13:59 ambient listening for prescribing and and for documentation and and then like 14:04 and these companies are doing well. They're growing in multi-billion dollar 14:07 companies. And then like overnight Epic like released a feature that was like oh 14:11 yeah, we do that too. All you have to do is like turn it on. I mean that really 14:14 shakes things up. I mean a lot of these companies already had a really good 14:17 foothold. And so they're going to have to adapt. They're 14:20 going to have to grow. But when the biggest distribution system within 14:24 health care just kind of turns something on that immediately competes with your 14:28 product, that's a big deal. When you're building something, you have to build an 14:31 operating system that can adapt. You have to use AI as the backbone of your 14:35 business from the start. It is not something you bolt on later. 14:39 It is a brave new world of building companies. We are all on the lookout for 14:43 what's the first company that sells for a billion dollars is a unicorn and has a 14:48 single employee. Like that's going to happen. There are ways to set things up 14:54 that that you are using AI to create and grow a knowledge base of your concept 15:02 that will be like a growing brain as you grow. 15:07 Um and that feels like a whole new thing to 15:10 learn. Like that's not that we also did not learn that in medical school. So 15:13 that is going to be really important. You need to set up your data 15:16 infrastructure, your communication systems, your financial tracking, your 15:20 project management, even like administrative stuff. Like like how you 15:24 organize and maintain documents. Um you have to build that in a way that 15:28 grows with you. You don't have to build all that yourself. I think having 15:31 templates, frameworks, and advisors who've done it before can really give 15:35 you a running start so that you can focus on what your brilliance brings the 15:39 table. Like I I don't know how to fix pre-operative clearance or the care of 15:45 glaucoma or you know all these other things that you guys know. You know 15:49 exactly what the clinical problem is. I don't want you wasting a lot of brain 15:54 cells being like I don't know how to make a financial model. I don't know how 15:56 to build up an op system. I don't know how to create the tech stack or choose 16:00 all that. I don't I don't know how to make AI agents that can run all this for 16:05 me. So this is where the time pressure becomes real. If you spend a year 16:09 figuring out all these operational details and choosing tools and learning 16:14 project management methodologies, setting up your own financial system 16:17 from scratch, you're not going to be in your zone of genius. And in health care 16:22 innovation right now, a year is a lifetime. Companies that win are the 16:25 ones that stand up their operations in weeks not months because they start with 16:30 a proven system and just go for it. Foundation four is capital strategy. 16:36 This is where I can see the most damaging mistakes. 16:40 Physician founders often have an erroneous belief that they need to fund 16:45 everything out of pocket. They think that they have a great idea, 16:50 but they can't do it because they don't happen to have 50 or $100,000 sitting 16:56 aside somewhere. I actually don't know anyone who has 50 or $100,000 sitting 17:00 aside somewhere and I know a lot of very wealthy people. 17:03 I think that you know you have to think of capital in a different way. It is a 17:08 tool. It is accessible to us. We have credibility. We have the ability to fund 17:14 raise even though that sounds really intimidating to some people. People do 17:17 it every day. And I've had doctors who have literally come to me and said 17:22 here's my plan. I'm going to put $50,000 into building a 17:27 prototype of this technology product and then I'm going to go figure out the 17:31 business model. They've like literally met with a dev team who's given them a 17:35 quote of 30 to a hundred I someone else said $100,000 17:39 to create the MVP of their product. Which is great. You need an MVP of your 17:44 product a minimum viable product. You have to have the business model 17:48 before you go put capital into it. So don't do that. I think like I said early 17:54 in the episode you have to validate if anyone's going to pay for it. Um and 17:58 it's not that the idea is bad. Like if you skip the validation and modeling 18:03 steps and go straight to building and you fund it yourself, by the time you 18:07 realize the business model doesn't work, the money might be gone. Or the market 18:11 may have shifted. Or maybe you get this great product and it's like oh wow, it's 18:15 really ready to go. But you don't have the operations in place to deploy it 18:19 quickly. Quite honestly, if you want to make a 18:21 tech product, like go use AI to make a mock-up. Like that costs nothing but 18:27 your time and and you can get a ton of feedback on like a um 18:32 a mock-up of what the wireframes are going to look like and what the 18:36 functionality is going to be. You can make a requirements brief. There's so 18:40 much you can do on paper especially with AI to describe how you're going to solve 18:46 this problem. But do not go put 30 or $100,000 in into 18:50 building something especially if your own capital. 18:54 Capital strategy means understanding all of your options and picking the right 18:58 one for your stage. So believe it or not most founders don't start by going and 19:03 raising venture capital funding. That's not step one. It's usually like step 19:07 five. So before you go to venture capital, you want to consider these 19:10 options. The first thing is can you pre-sell your 19:14 product? So can you get sales for especially if it's a 19:20 service-based product and deliver the solution maybe more manually 19:26 to a small group of paying customers and then use that revenue to build the
Foundation 3: Operations that scale 19:30 technology. This will both prove the demand and generate cash flow at the 19:36 same time. So the second option is strategic partnerships. Can you partner 19:42 with someone who has either the development background or resources, the 19:46 distribution channels, or an infrastructure that you need so that 19:50 you're not paying cash for everything yourself. So, a partnership model may be 19:55 more a strategic assessment of giving equity, but I want you to understand 20:02 what a cap table is. Some of you are like, I don't I don't even know what a 20:04 cap table is. There's strategy around how much of your company that you will 20:09 retain ownership of. And And my goal is that all of you who decide to build 20:15 businesses will retain majority ownership of your venture. So, strategic 20:20 partnerships are one option for bringing in the right talent instead of paying 20:26 for it, you're partnering for it. The third is non-dilutive funding. There 20:32 are grants, there are innovation prizes, there are government programs that exist 20:38 specifically for healthcare innovation, and they don't take equity. This is like 20:43 getting a loan you don't have to repay. I mean, you have to apply for them, you 20:49 have to know about them, um but these are absolutely options. It is good for 20:56 the economy for small businesses to succeed and grow. There are reasons why 21:02 there are investments in And especially, you know, if you're working in a really 21:06 impact-driven field, there's probably a lot of philanthropy around it. People 21:11 want small businesses to succeed and to do great things, especially in 21:15 healthcare. So, those options exist. Fourth, family offices and angel 21:20 investors. So, these are often more accessible and little more patient than 21:27 venture firms. Um they have different investment philosophies. If you've never 21:31 been in this space, you probably don't even know what a family office is, but 21:35 it's a different type of funding. And so, we can go into that deeper um in a 21:40 future workshop. And then, fifth is revenue-funded development. This is kind 21:45 of along the same lines as like pre-sales, but you use your early 21:50 revenue to build your product incrementally rather than raising a 21:55 large round up front. Again, my goal with every founder I work 21:59 with is to help them retain majority ownership of their company and their 22:04 idea, which means being strategic about when and how you take on outside 22:09 capital, not giving away a huge percent of your company in the first round 22:14 because you didn't know that alternatives existed. So, I just want 22:18 you to think about that for a second. Many physician founders I meet have 22:22 never heard of non-dilutive grants for healthcare innovation. They don't know 22:27 that pre-selling their product is an option. They don't realize a strategic 22:32 partner could bring development resources to the table so that they 22:36 don't personally have to write a six-figure check. They're making capital 22:41 decisions with incomplete information, and those decisions can be permanent. 22:46 You can't ungive equity. You can't unspend your savings. The founders who 22:51 protect their ownership are the ones who understood the full landscape before 22:56 they made a move. Finally, foundation five is pitch, network, and sell. 23:02 So, no matter how strong your clinical vision is, at some point you need to put 23:07 it in front of other people and persuade them. So, that might mean pitching to 23:12 investors, it might mean pitching to either a hospital system or a clinic 23:17 that could be your first customer. It might mean pitching to a potential 23:20 co-founder or advisor. And most physicians have never built a pitch 23:25 deck. You've never created a data room. You might not know what a data room is. 23:29 You may never have practiced delivering a three-minute elevate elevator pitch 23:33 until it feels natural. And these are all skills, and they're all learnable. 23:38 But founders have to be able to pitch. You have to have this deep conviction 23:44 that what you're doing matters, that you're a storyteller, you're a you're 23:48 someone who's advocating for patients. You have this great idea that you are so 23:53 optimistic that it's going to work. And you have to be willing to be told no 23:58 over and over and over again and still just keep on going and learning and 24:02 growing and changing and iterating. I mean, those are personality 24:07 traits that are are really important for successful founders, but the actual act 24:13 of pitching and and sharing your vision, that's a skill that you can learn. I'll 24:19 tell you another funny story. I um had a mentor at my firm who was one of the 24:25 most hilarious people I've ever known. And he gave me a lot of feedback when I 24:28 was first pitching. He was like, you talk too much, you're not talking 24:30 enough, you're not saying enough, da da da da da da da da da da da. Like all 24:33 this feedback. And whenever we went into a pitch, he 24:37 would sit across the table from me. We had like hand signals where my business 24:42 counterpart would talk about the total addressable market and the financial 24:46 model and stuff. And then she would say, "And now, Dr. Kaufman can explain our 24:51 clinical model." And that was my cue to start talking. And then he would like 24:56 signal me to be like, "Stop talking." Like it was very funny, but I needed 25:01 someone to teach me. I I didn't know how much to say. And so, it took a ton of 25:06 practice and so many conversations. And many pitches did not go well. I mean, we 25:11 can think back to some that it's like is 25:14 actually like hilarious. We were in a bad location for having this Zoom call. 25:20 We were at a restaurant. We were supposed to be in like a 25:23 side room that was like a We were finish We just finished a board meeting, and 25:27 then we had to get to this pitch. And there was like really loud '80s music 25:31 playing in this in this room, and we could not find anyone from the 25:36 restaurant to turn it off. So, you will collect embarrassing stories from 25:42 pitching, and you'll get better from it. So, just realize learning how to pitch 25:46 is part of being a founder. You will have bad experiences, you will have good 25:50 experiences, um and you will get better with every single one. 25:54 And then networking piece is just as important. It's about who you know, not 25:59 how you do it. When you show an early version of your financial model to a
Foundation 4: Capital strategy 26:05 respected advisor and they give you tough feedback, that is a gift. 26:09 Incorporate it. Go back to them a month later with the improved version. Now 26:14 they believed in you because they watched you iterate. And that advisor 26:18 becomes an advocate. That's how your network can turn into funding and into 26:22 partnerships and into inter and into customers. 26:26 You need to learn to pre-sell. If you can get five customers to pay for a 26:29 product before it's fully built, you've proven more about your business than any 26:33 pitch deck could. Pre-sales are a strong signal of demand, they can fund your 26:38 development, and they can give you real users whose feedback shapes what you 26:42 build. So, those are the five foundations. One, 26:47 validate the right problem. Two, build your business model and your unit 26:51 economics. Three, stand up operations at scale. Four, develop a capital strategy 26:58 that protects your ownership. And five, pitch, network, and sell. 27:03 So, I want you to picture two versions of the next 12 months. If you are an 27:08 aspiring physician founder who thinks you have a solution that could help your 27:12 patients. So, in the first version, you take what you learn today and you start 27:17 working through these foundations on your own. You might Google or use AI to 27:21 look up healthcare startup financial models, and you can watch some YouTube 27:25 videos on unit economics. You might ask a friend of a friend who works in BC to 27:30 look at your pitch deck. And you can spend six months building something and 27:34 then show it to an investor who still is asking you questions you can't answer, 27:39 and you might realize you've been solving the wrong problem the whole 27:41 time. That's not a failure of your effort, 27:44 that's a failure of support. You were doing it the best you could with what 27:49 you had. In the second version, you can walk into 27:52 a room with 15 to 20 other physician founders who are at the same stage as 27:56 you. You have an entire team of experts who have built companies, raised 28:01 hundreds of millions in capital, and they're looking at your specific 28:04 business, your model, and your market. You have AI tools that can build things 28:09 for you and stress test your financials in real time, coaches who've been 28:13 through exactly what you're going through, and a network that opens doors 28:16 that you didn't know existed. Six months, you could be standing at a 28:20 health innovation conference pitching your validated company to investors and 28:25 partners who are ready to move. So, that's not hypothetical. That is why we 28:29 built the Startup Physicians Incubator. It is our newest program. It's a 28:35 six-month program for physician founders starting in June of 2026. We will have 28:40 monthly live sessions with me, with a customized curriculum, with expert 28:45 coaching on every foundation, AI-powered modeling tools, two in-person 28:51 retreats, and a live pitch competition with a large network of VCs. And a 28:55 network that stays with you long after the program ends. As physicians, we 28:59 consult specialists every day. I am an ER doctor. I know how to know what I 29:05 don't know and who to call. And we don't try to do 29:09 everything ourselves. We will call a cardiologist or a surgeon or a 29:12 radiologist. And building a company works the same way. The difference 29:17 between founders who launch and the founders who stall is not talent or 29:23 intelligence. It's whether they had the right people around them at the right 29:27 time. Love to invite you to download our free 29:32 framework at startup physicians.com/resources. 29:37 It is our five foundations, and it'll show you exactly where you stand. You 29:42 became a physician because you wanted to change lives, and becoming a founder is 29:48 how you can change the system. Thanks for listening, and I'll see you 29:52 next [music] time. Thanks for listening to the Startup Physicians Podcast. This 29:56 community was built for doctors who want to contribute [music] to the future of 29:59 health care. We offer support for physicians who are ready to make the 30:03 next step towards building the career they've dreamed of. 30:07 Visit startupphysicians.com [music] to learn more. And if this 30:11 episode resonated with you, share it with another friend who needs to hear 30:15 it. Let's change the future [music] of health care together.
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