Health Innovators
Health Innovators

Episode · 1 year ago

Serial entrepreneur and mentor explains how collaboration could reshape healthcare w/ Lee Greene

ABOUT THIS EPISODE

When working in the world of digital health innovations has been your lifelong career, you tend to get some pretty good insights. 

Being exposed to both the entrepreneurial and startup side as well as the mentoring and coaching side? That sends those insights into the stratosphere. 

Lee Greene has spent his entire professional career on either side of the digital health innovation landscape and he’s dishing some great advice for us in this episode.

Come find out how emotion can act as a blinder to success, why it’s important to follow the flow of money, and how collaboration could be the key to reshaping healthcare on a global scale.

In this episode, Lee shares his knowledge on everything from success to the future of healthcare and beyond. 

If you’re thinking of starting a startup or entering the entrepreneurial field of digital health - or are already there feeling the pressure, you need to see this show! Strap in and enjoy the ride! 

Here are the show highlights:

  • This is why some health innovations succeed, and some fail (6:07)
  • Why it’s okay to be “all about the money” (7:46)
  • The difference between being the advisor - and running your own startup (12:33)
  • Understanding co-creation, taking advice and figuring out what to believe (15:18)
  • Coaching tip: know what moves to make (18:52)
  • The impact of collaboration and how it might change the future of healthcare (27:55)

Guest Bio

Lee Greene is the Co-Founder of Stuward, an award-winning digital health company offering a personalized eHealth platform with the ability to match family caregivers to expert coaches.

Lee is also the Managing Director for HealthInc, a 12-week full-time accelerator program that connects entrepreneurs and startups to a network of health and business professionals. 

Lee is a self-proclaimed “serial health entrepreneur” and has dedicated his professional career to coaching and mentoring entrepreneurial minds and startup ventures. 

If you’d like to reach out to Lee you can email him at lee.greene.@healthinc.io, follow him on LinkedIn at Lee Green, or visit his website at healthinc.io.

Welcome to Coiq, where you learn howhealth innovators maximize their success. I'm your host, Dr Roxy,founder of Legacy, DNA and international befth selling author ofhow health innovators maximize market success through handed conversationswith health innovators earlier doctors and influencers you'll learn how tobring your innovation from idea to start up to market domination, and now,let's jump into the latest episode of Coiq. Welcome back to the show coyqlisteners on today's episode. I have Le Green with me. He is the cofounder ofsteward and he's also the managing director for Health Inc. Welcome to theSHEWLEA. Thank you very much, Dr Roxsey good, to have you here today. Thank you. It's very nice to be here.Ver Si always like to start off the conversation with you, given ourlisteners and viewers a little bit of information about your background andyou know, what's your role in the world of digital health, innovation great, so I started a long time ago. I'm a cerial housePontrpreneur, so I started back in the the late S. I created one of the firstwebbased telepathology systems and then I continued on that path. For many many years, and then I decidedabout five years ago to go on the outside of startups and to starthelping the founders and other entrepreneurs to to develop their ownstartups, and then I got a call from my mother, so I was living in London atthe time and she told me that my grandmother had six months to live and I I didn't for whatever reason Ididn't think that she had six months to live, so I booked a flight and I wentto go stay with her, so she was living in Ohio. With my with my aunt and when I arrived, you know she wasalways t the matriarch os the family, and so when I arrived, she told me toLe I'm going to be okay. I don't know what these crazy doctors are talkingabout, and so I said yes grandma. I know, but then so I septe in the bed next toher for the two weeks that I was there and about halfway through the trip shewoke up screaming in the middle of the night and then the next morning. Shesaid to me that she had something to tell me and I was likewhat grandma and she said that she's not going tomake it, and I said yes go, I know, and then she asked me about you know my momwing to be okay, etc. But then she asked me to to make her promise that Iwould use my skills to help people and of course she knew all about my youknow my Lon history and health startups and and stuff like that, and so then it came time to me to tofly back to London, and so I literally said the last goodbye I left. I mandedin London turned up my phone and I got a message for my father saying thatShehad passed away, and so I thought about it and of course I had to keep the promise, but you knowwhen, when you promised to use your skills to help people, I mean that isvery big. Where do you even begin? I mean what soyou know I didn't know. I Dodn't know what the problem was. Ididn't know really where to start. She...

...unfortunately had a form of dimensionwhen she passed away, so I thought okay, then there's something around around Damenta and I didn't knowanything about DIMENTIAP, so im pulled together, an expert team and then Stewart my telehealth companytoday was born out of that promise that I made to my grandmother and then,interestingly, I I started coaching for an accelerator in New York, tate calledElavof of NYC, and then I got a a call from acolleague of mine in Europe in the Netherlands an so she said Le. Why areyou doing how I? Why are you asking, and so she told me that there was a new joint venture betweenthe Amsterdam Health and Technology Institute and the founders of startedBookim, which was going to be completely dedicated to digital health,innovation and start of the acceleration, and she asked if I would come on board an and run it, and I said absolutely why not, let's do an that.That's where I am today. What a great story. GRANDMAS areamazing. My Ninety one year old grandmother lives with us and she hasfor the last two years, and I just there's just something amazing aboutgrandmothers. They see you and you know they don't see your faults and flaws.You know I mean I've been very fortunate to have a grandmother thatjust thinks I'm the world and accomplish anything and so she's gotgreat plans. For my life, Grit really is Amazingimea.Grandmothers are are incredibly curging. He Ai'm also very fortunate to havefantastic parents as well. You know, so I remember my father always telling mybrother and I, when we were kids and we would say theadi could', do that and healways said this phrase. That really doesn't mean anything, but it meantsomething and it was like can't never coud and we're like okay sdoes to just keep going. You know andkind of way that was encouraging a Mota Rit okay. Well, here we go soyou know you've been on an excitingventure and ride for quite some time now in the world of digital health,innovation, both you know being a startup founder and then and coachingand helping other startups. So you know I want to ask you and all the time thatyou've been involved in this phenomenon. Why do you think somehealth, innovators succeed and some fail? Ouknow, that's a very good question and I think those that succeed reallyunderstand the really understand the problem thatthey're solving number one, but also the the flow of money. You know so the the health system for the healthindustry that we're in it is very complex right. I mean it's one of the the few, if not the only industris. Youknow that has somebody that that uses the product, somebody thatrecommends the product, somebody else that pays for the product and I thinkthat the started that do succeed is they. They follow the flow of money andthey put themselves right in the middle of that flow, so they catch some of itas it's going around...

...contrast to that, I think the startupsthat also struggle don't understand who is paying for whatand where their company or their solution would actually fit into that flow of where the value is that they bring value to yeah, and I think that that's sofundamental, I can think of several conversations that I've had, even justrecently with innovators, who are so excited and so passionate about whatthey've built and created in theire kind of, even in the weeds on all thefeatures and functionality. And then after you go through that whole, youknow kind of presentation or conversation yougo, okay. Well, youknow that's great, but who's paying for it and and they're like well. I knowsomeone's going to pay for I bilig and they will come usuallydoesn't work right, yeah exactly, and so you know, I think that's one ofthose examples of you know maybe a great technology solution, but you knowends up in what I call the Zombi graveyard, because they just don't havea viable business model tie to it, which is a shame, because it issomething that could be really meaningful and change lives yeaabsolutely. But you know, I think, well being a found of myself. I know I don'tthink is that when, when you create something- and so let me add- tha when specifically in health, becausefounders can to be very passiolate about something like there, there'sreally like for me and my grandmother- and youknow so- The founders, an onfeneers that I men they all are driven by the good of it and I think that's anextra challenge for them, and you know the the founders that we have in ouraccelerator as well. It's like it's almost a bad thing when you think aboutmaking money. You know they think, but you know it's we're going to to manufacture someone'sdeliver, but why should we you know somebody's goingto pay for it, because it's needed it's a Whi, a wife. You know. So it's reallythat kind of internal struggle it's like, but we can't make money off ofthis. That kind of thing right, prightisit, very it's a very difficultind. It's, I think very difficult, also for health uncrepleneurs to to become, I would say, all about theMonhey but kind of all about the money ght either. All about the money are notenough about the money, an spectrum instead of kind of you knowsomewhere in between yeah. I remember a conversation I had with with a lady bedame of Pologylanic, whois my personally advisor and she's a very well known, businesswoman, Shes onthe Board in directors of the International Committee of the RedCross, she's, the boardef directors of severalpublicly traded companies in Sizerlan, and she was telling me that it is about the money. Every single entity,even non profits, will not exist if they do not figure out how to generatemoney and that's how it important it is, and I think that the health scowdups they to be successful for all of you thatare listening. I understand the money where it'scoming from start with, that start with AAt hat neserve Marketin who's, paying for it before you even start buildingsomething yeah no, but that is really...

...true. So going back to to mygrandmother as well. Now that was the first time that I hadbuilt a company out of something so emotional right. So I also struggledwith. Where is the money? Could 't gonna comefrom? Where is the money going to go? And I also notice with myself that,because it was a promise that I made to my grandmother, I almost didn't careabout the money or I lost sight of of the money, because I wanted to help family caregivers who were carring forlovn with the Mento that was my soul, Murman yeah, and then I kind of spun my wills in thebeginning and and then I thought at one point: Well, it's going to be thefamily get carryeas that the're going to pay for it, and then I was completely wrong, and soyou know even me, would I've been doing it for most of my life when emotions getinvolved? Yes, it also becomes very difficult yeah. So I want to kind ofpeal a little bit of layers around this. You mentioned you, you know you advise and coachHealthcare Startus, so you know you're an expert in that area and then you'realso an innovator, and so you know talk about what is the difference between all theadvice and stratetic guidance that you would give to other folks, as maybe cutclients versus the difference of running your own company. As far aslike what you see and what you don't see right, because you would think manyou've been coaching, hundreds, health, innovators startups, you know andhelping them scale and grow successfully like you should be able tolike touch. It turn it to goal overnight because you got this. So what?What is that? Like wow? So that's a very good question,because when you are building your own startup you if you are you're blinded, you knowand when it's much easier being an adviser, because andit was interesting, because when Ined the decision to go outside of startups and and then I startedcoaching for for Elab, you know it's much easier to to see the as clichetsit might sound. I mean it's much easier to see the forest because you're notemotionally involved right. One mistake doesn't affect my life. It affects yourlife yeah when you're in it. You have such incredible pressure. You know-and I love entrepeneurs and I love founders, because we have to go forward under extremeuncertainty, not knowing where the heck we're going. We think we want to gothere, and so it takes a very special person.I believe, to endure the incredible pressure inthe incredible uncertainty of being on the inside yeah be being on the outside.So you know in my my role is the managing director of healthink. That isstill a pretty stressful role, but I'm not involved in the individualstartups yeah and that part yeah sthat's, the the big difference so I'llgive you an example of what happened to me recently, so I have been preachingfor several years now on the idea of...

...product co creation, and you know that the number one reason whyhealth innovators fail is because there's not a market for whateverthey're trying to sell and the number one reason for success is productmarket fit. So I feel really strongly that one of the primary strategies tocircumfent failure and reach success is product, Co Creation. So when you're cocreating with your customers like you should get to product market fit likemaybe no guarantee but pretty darn close, because they are the ones thatare helping you even at the idea stage. All the way through so I myself am aninnovator and I'm developing digital products and I'm creating a CO creationworkshop for all of the executives and founders and entrepreneurs that we workwith, and I'm thinking you know, Oh you know what are we going to do we do this?How are we going to do it? You know, how are we going to create the offer?How are we going to package it and I'm talking to one of my team members? Iswear this happened just this week and they said you know why. Why don't weactually like cocreate this cocreation workshop, like whatever we're teachingin the cocreation workshop? Why don't we use that in the development of this, and I'mlike? Oh, my Gosh, I'm like what a concept like ot LePractice, what we Pras Yeah? No, that is so true N and I've,unfortunately had experiences as well with with advisors that they haven't. Traveled, the road or,let me say differently, they haven't- walked in the steps of an entrpreneur.So you know they can they can advisise,but the advice I found can also be very,very superficial and unrealistic as well yeah. You know that's true right,so not just being a theorist but a practitioner yeaexactly, what a big difference rightin the trenches and no fucking of first Han different business, maybe differentby you- know business model but still unthelass, knowing a lot of theinherent challenges that you know, we all face yeah. I also you know an entrepeneur and specifically a founder of a company. They will get a lot of advice from alot of people and I've seen founders also struggle with who do they believe this person saidone thing: another person contradicted what they said now, I'm completelyconfused. Who Do, I believe, and I think, learning how to really take in all of the external advice thatyou are getting and consider it and then making your own decision is very,very hard process to learn for profoundens, especiallyfirst time. First Time, founders yeah, you know so that's kind of gets to oneof the other questions that I wanted to talk about. was you know, as a founder in you know, entrepreneurknow: how do you know what moves to make right so you've got all thosedifferent advisors telling you all these different things. There's there'sgenerally, you know, can be some best practices on like the priority of thatdecision, making right what comes first. What should come next and you know allof these different different paths right that you could take, because it'snot necessarily where there's going to be this one right road and then allthese other wrong worlds, there's a...

...bunch of Wat bunch of them that couldpossibly lead to success, but it doesn't mean that one will get youthere as fast or one will be as profitable and so help. You know when you'recoaching people, how do you help them understand what moves to make? So that's a very interesting question,and I don't know that that there is a simple answer to that. You know. Ithink one of the things that as a founder is that you have to you, have to analyze all of the all thevariables and so in first and foremost, you're building a company and you haveto you- have to get to profitability or you wuld not have acompany, and so when I'm making decisions like that, I always keep inmind. Okay, you know I have. I have one goal I have to get to profitability. Iunderstand that there are many ways to get to profitability, but then I lookat okay. What does the? What does the past look like to profitability? What do I feelcomfortable with doing as as well also, you know in looking at you knowthe kind of a sunset of the market. You know at that time that I'm addressing and then really focus on that, and Ithink the key takeaway here is focus, because the other thing that that willhappen is that, with all of that, advice will also come many ways of doing the same thing oryou will also be presented with many opportunities to make money, and thenwhat happens? Is that you become very defocused, you know, so you will sit ina meeting with, let's say, a health insurance company, and youwant that health insurance company as your client and but when you're sittingin that meeting they talk about a solution that is, you know, often leftfilled, and if you had that, of course they would buy it from you. So then,when do you? Do you go back? You tell your team okay. This is what we'redoing we're going to get this client. If we only have this feature thatfeature in this, and so you createet and you put those features in then thethey the health inserance company, Says No, we changed our mind. I mean theperson that sponsored that JAS been fired or whatever hang and Ey lk likeokay, we lost time we lost money and putting it together and now it's notsomething that anyone else wants, but, as you stayed focused and maybe thatheld insurance company, it wasn't a fit, but the other health insurance companywas ready to to work with you. So I think they really that's aboutunderstanding. What your true mission is: I'm staying focused on that I callit shiny new opportunity, Synder Il love that I'm gonna write thyt onedown a love. It like tiny new object, right, yeah, O Oortuhey, it's Dr Roxyhere with a quick break from the conversation. Are you trying to figureout what moves you need to make to survive and thrive in the new covideconomy? I want every health innovator to find their most viable andprofitable pitot strategies, which is why I created the covid proof, yourbusiness to the kids. The pipot kit is a Stef by step framework that helps youfind your best tivid strategy. It walks you through six categories. You need toexamine for a three hundred and sixty degree view of your business. I callthem the six critical pitot linses, as you make your way through thiscomprehensive kit, you'll be armed with the tools, tips and strategies you needto make sure you can pivot with speed without missing out on critical detailsand opportunities, learn more at legacy:...

Hyphen dnacom, Backla, Kik, and don't think that it's like evenmore prevalent today in this covid climate that were let living in it seems like it's. So you know themarks, there's so many different changes that have taken place andpeople there. You know a lot of decisions are being made on, notnecessarily how can I get to the just want tosurvive right? It's not even you know about thriving and building a wildlysuccessful company that helps millions of people across the world, but I justwant to be able to survive this crisis and then to the example that you said,maybe kind of veering from their original mission andpurpose to be able to kind of make do in the interm. You know, what's yourthoughts around that, so that is very important, and so I'mfortunate an that. I have been on the judging panel for quite a few covidnineteen started, competitions, yeah and so I've seen a lot of pitches and a lot of startents that arethat are addressing the the covenineteen. The situation, and theproblem is is that they they will change their product becausein startets that are playing in also then tellit hows. I virtal CARE SPACare't. getting this a lot, yeah yeah its that they their solution reallydoesn't fit, but they are going to completely change what they're doing toaddress the covid nineteen situation, and so I've said to them that you knowwhat covid nineteen will eventually be under control. It Ai O, completelyeliminate. So then what will happen to Your Business? Soyou have to and again this goes backto You v your mission and and your focus, but th this shiny, newOpportunity Syndrome, love it. You knowand, your business has theskill. So, if you're designing something that isMor covid nineteen, you know make sure that and of course, if this is o, yourmission in your focus, make sure that you are designing it so that itaddresses a future public health crises, not just specifically the Covi nineteen, but but that's a bigproblem now, because there's a lot of money, that's getting thrown around with Covid nineteen and cove nineteeninnovation and and things along those lines and, ofcourse, start up. You know it's their grands, also so its free money, so youknow you're going to get hundred tosand dollars. You know to dothis, hey, why not right Tan, very short, cided, because in the long term,youwill be auin business. It's like the teller health gold rush, like droves of people coming in to likeFitella health, gold, yeah yeah, so which I like, of course, beingin the Telle healte, but like no. I was here before it was coolyeah. This is my river, get away from it ightexactly so so, when you think about you knowthis current climate. What what are you think some of th, the myths or pitfallsare that you know guidance that you would want to share with our listenersand viewers...

...things to be watchful for similar towhat we're talking about yeah, and so I really want to stress Ome. What I wassaying is that this this period will will end so stay focused on what you are doingand don't don't get distracted with all of the free money that is get gettingthrown around really staf focused. The second thingthat I think that we should consider is that health, as we know, it is changing forever right, so the way that we deliver healthcare, theway that we crureate the speed at which we create vaccines, the way that we access health- I mean you David, youknow health. This is completely changing so Kik site of that you know, so so don't get behind the curve, but make sure that that you do sayfocused and Andand. You will be okay, so so is someone who is involved. Youknow with this in many different countries. What what do you see happening aroundthe world from a global digital health standpoint? And you know what are someof the market trends that you think that we should be on the lookout for so one of the things that I see iscollaboration Andso, so collaboration from from governments collaborating tostart up collaborating. I really think that that the the world is is becoming a a smallerplace. But if we look about the look at the OuK, ow the maccines and the test that that the governments and other otherlarge companies ar are creating, you know it's coming from data that hasbeen shared and in the past the you know. Governments have been very protectiveover over that. So that's a trend that I see is its collaboration. But it's quite aninteresting because I was sitting on a panel about the future of medicine, andsomebody asked me what I thought. The future of medicine is- and I said, a global health systemand WAT. He made a global health system and I said well one health system andit doesn't matter if you're, a citizen of the United States to you're acitizen of a European country. You have access to. You know all the sameproviders, etce and and then they kind of laughedit's like well. You know that is. That is never going to happen and I saidwell, we already have the technical ability to to do it, the only barrierthat we have ar, of course, the individual country, regulations andstuff. Like that then covinnineteen hit. Thengovernments started collaborating with the Tigers, Pih, I don't think Itsi,don't think it's so farfetched. No, I don't think so either, but youknow obviously don't take a lot of work, but you know just like anything withTella health with you know all remote patient monitoring with all of thesedigital health solutions that have been around for so long where the pandemichas kind of been. You know a stick of...

...dynamite and some gasolene from anacceleration standpoint. You know, I think that it certainly can be what youdescribed as well. You know prior to the pandemic, you know, let's say thatmaybe it would have taken US fifty years to get to that single healthsystem n the globe and we kind of just yeah jump started. Maybe two decadeshere I know your listeners are going towonder all this crazy league green talking about a one global house system, exactly gonna Happen Tomorrow or INA few years. Well, pull it out of thearchive and we go. Oh my gosh. You are right, yeah, exactly ALSA KN, looking down from from the heavensabove see, I told you down there right right exactly so. What are someadditional lessons? Learn that you can think of along the ways we kind of wrapup here. Lessons learned don't be afraid to ask for help. I meanthat might sound a bit Corny, but you know also. We is founders, and thisgoes back to us being under incredible stress and not knowing that you know founder. An entripredeur mental healthissues are is very big and the problem is, is wewe feel like Wein? This is definitely is. You know has been my case where youjust be feel the incredible responsibility you feel like. If youfail, the world is going to end Ou, the Mojoy of the time your family has hasput money into what you're doing I mean your spouse is compleiting becauseyou've mortgage the house, so I think the biggest lesson is Tlat. Youhave to keep yourself fit and that means mentally fit. So that also meansyou know sharing with with people who understand what you're going throughand again. Let me this kind of goes back to collaboration, yeah yeah. Imean, I think, you're you're, definitely right that support system issuch a deal breaker and in such place. I thinksuch a critical role in our mental well being as we go through this process,because it's such an emotional roller coaster, sometimes minute to minute, not evenlike quarter by quarter. You know you ge Rih, an then like in the sameafternoon, rthats right, that's right! I mean it, never takin a break. Youknow, and you know like for me. I think I get I feel guilty when I, when I takethe weekends off and- and I've been talking to my partner now we're goingto for for literally the first time, I'm attempting to take two weeks off atthe end of August and I'm telling everyone that I'm not going to beavailable and I feel so bad II souldn't is, I shouldn't. Do this, you Knowno, Iagree, but I there's something you know. I think that in the future will lookback on this time and we'll be able to probably articulate it a little bitbetter but there's something something else going on here. I mean,of course, there's a global pandemic and there's all this social injusticeand then there's the political climate right, there's just so many differentthings that we are not necessarily you know dealing with before. Besides anypersonal and professional challenges, that's going on, but there's something else, that's that's driving. I think thisoverstressed kind of burn out by everyone. You know, even you know these-these mastermine groups that I'm part of you know with other. You knowexecutives, D and entrereneuers we're all talking about how like we feelfried and burned out more than ever and...

...so do our teams, and so you know whatare we doing to kind of help them and help ourselves? I had everyone on our team this week,but believe it or not, you know so we do like a weekly call with everyone onthe team whet we're kind of planning the work for the next week, and I toldeveryone this week- I you know just being accountability partners for eachother. What are twos you know like on Monday plan to report two things thatyou did for self care could be really small and nobody's going to. You know,judge you if you didn't, but at least, if we have that in place, then we mightbe a little bit more apt to investing in ourselves, because it seems likethat whole self care is kind of like Oh touchy Feeli for those people over theyight got ta Gon back to the advice we give other people that we don'yeah. Ithink that is, I think, that's Great Ou, my organization. We also follow acertain methodology, so when we have ur our meetings, we always start firstwith everyone has to say something positive, but the Fersto Li positiveabout about the the business line and that's interesting because it reallyputs you in the right frame of mind before you. You start the meeting andthen you realize okay. Well, there are actually positive that are going on atthe moment. Yeah! That's that's awesome! I might steal that from you leaue,because well, it's kind of just creating that. You know gratitude list.If you will without doing the actual exercise, you don't have to call itthat no, they just think that you're chitter chatting ut but you're, reallyinvery in strategic about what you're doing yeah and the other positive that comes out of that. So, if,if you have a meeting in somebody is in a you know, upset about something orthey're upset with somebody that is going to be in the meeting ind alsokind of recenters them, because they first have to stop and they have tothink about. Okay. What is my personal positive and it's not so easy? What is good going on you know, and I get back to you in thirty minutes, yeah exactly man yeah and you imaginethe seratone and the dopomine that's kind of created just with those twoquestions yeah and you also get to know each other as well. So you I find thatyou feel more like a unit or there I say a family and more connected because you hearother people's positivity yeah yeah. So is thatsomething that you adopted since covid before covid? Is it something that youthought was important with a distributed workforce or is it justsomething? That's just part of your leadership. So it's something that isjust part of my leadership and it's actually something that I wasintroduced by some some colleagues and it's called the autneuropring system.So it's an natural methodollity. I didn't know if I should say that thename or not but but and so and it's called the Ltin. So itstarts exactly that way, and so we were doing it before Covi. Okay, all rightI'll have to check it out. I don't have to bleep that out, though right. No,I'm saying I don't have to bt out right. I don't know, I don't know that Idon'tother than Hamesin your system yeah. Oh my goodness, yeah, what a goodyou know Promo for them right, yeah,...

...sawesome, so anything else that youwant to say before we wrap up. Yes, I want to thank you for for this podcast, because I also listen to yourshows a and before this I went back and listened and it's fantastic. It really is isvery, very helpful. So thank you for for making this information availableto to the audience very valuable. Thank you much and for those kind words andthank you for being a guest today I knew this was going to be a fantasticepisode and you definitely didn't disappoint it as great. So how can folks get a hold of you ifthey want to reach out to you after the show they can send me an email, lidat green at healthing, dot, IO,perfect, awesome, green as an e at the end, EO Io awesome. Well, thank you so muchfor joining me today. Thank you so much for listening. I knowyou're busy working to bring your life changing innovation to market, and Ivowue your time and your attention to save tind and get the latest episodeson your mobile device automatically subscribe to the show on your favoritepodcast apt, like apple podcast, spotify and stitcher. Thank you forlistening and I appreciate everyone. WHO's been sharing. The show withfriends and colleagues see you on the next episode of coiq.

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