State of Health and Care

Snezana Mahon: We have discussed a lot over the last few days about where health care is going and what to expect. And when you really think about it, health care costs today are no longer just an HR problem. They are a growth problem, a margin problem, a talent problem, and ultimately a government problem. You just heard earlier this morning the conversation with the team talking about this infamous letter. This letter was mailed on December 11 to all the Fortune 500 organizations, and hopefully all of you responded, because the due date for response was January 15, to tell the state financial officers what your oversight processes and infrastructures are looking like for the organization.

Snezana Mahon: And so it is a huge problem for the overall business in terms of how we look at health care and how you all need to be prepared. And over the next two years, employers are going to face the greatest challenges that you have faced—and not just in costs, but in complexity, accountability, and workforce expectations that you might not have thought about before. So today, we’re going to focus on three key things: what’s actually happening in health care; why self-insured employers are uniquely exposed and uniquely empowered—so each of you here in the room are exposed and empowered; and then the last piece: what are some of the most progressive employers doing in health care today to support their journeys as we look ahead.

Snezana Mahon: So let’s start off with the top ten forces shaping health care today. And there’s a lot of them. The two that we have talked about a lot over the last day and a half were specialty high-cost drugs, GLPs. We’ve talked about escalating health care benefits, but there are about eight more that we really have not talked about.

Snezana Mahon: One is provider consolidation. We are seeing record provider consolidation in the U.S., and what that means is we’re going to see more cost increases—and we’re also seeing pretty significant labor shortages across the country. We are dealing with record behavioral health and mental health needs in our country, and you survey any employer, they will tell you that mental health is now the number one disability driver for an employer. The next two forces that are really important to understand are this aging workforce. You are about to see a surge of chronic disease—everything from cancer to diabetes to Alzheimer’s—and that doesn’t stop when you think about the economic and the social pressures that all of you employers are facing.

Snezana Mahon: The next two are new, and none of you were prepared for this even three years ago. This data and technology AI adoption wave—and invasion wave—is here, and it’s here to stay. And there’s also an emergence of new business models that are taking center stage that you also have not participated in before and that you need to be prepared for. And if all of this wasn’t bad enough, your members—the consumers of health care—they’re getting more vocal, and they’re expecting digital, virtual-care-first models, and they’re expecting personalized health care and benefits. And what’s important for all of you to understand is that these ten forces—you can’t look at them as individual, singular forces. You have to look at them as a collective set of forces and the compounding effect they have on each other, and the impact to your plan.

Snezana Mahon: So what does all this mean, and what’s the reality that you all need to be preparing for? Team here in the room today, this is not temporary anymore. This is cyclical. And the playbooks that you all have deployed over the last decade—which was typically absorb some costs, shift some costs, and hope next year gets better—those days are over.

Snezana Mahon: And the era that we right now are entering as an industry is what is now being coined as the prolonged cost era. And you need to be prepared in how you’re going to minimize your cost exposures in this prolonged cost era—an era that is, unfortunately, here to stay. And so one piece of advice that I would give all of you is: do not continue to replay the same playbook that you have had the last three years, because doing nothing is the single most expensive thing that you’re going to do—guaranteed—over the next three years as you think about these forces that are shaping health care.

Snezana Mahon: So let’s dig a little bit deeper and understand the cost drivers—and really understand the cost drivers that are happening: the ones that are probably known to you and then the ones that are probably not known to you. So today, all of us are tracking the following cost drivers. You just heard an incredible talk on the rise of cancer. Just this year in 2026 in the United States, we’re expecting to see 2.1 million more new cancer diagnoses occur. Is your plan ready for that?

Snezana Mahon: Diabetes and heart disease—because of the aging population that we’re seeing—the prevalence and incidence rates, it’s going to continue to rise. And we’re expecting in the next ten years to see doubling the costs for the treatment of diabetes and heart disease.

Snezana Mahon: Mental health, as I mentioned, is now at the top of the list. I was just looking at some statistics the other day: 25% of young adults in the U.S. today live with depression. That is compared to just 16% just three years ago. So we have gone from 16% to 25% of young adults living with depression just in the last three years.

Snezana Mahon: Dementia is on the rise as the population is aging. We are expecting in the next ten years to have 42% of the U.S. population be diagnosed with dementia.

Snezana Mahon: And as we’ve all talked about the rising labor cost and the three-letter word—the GLPs—if any of you wondered, the percent increase the industry has seen on GLPs the last five years: 587%. I bet none of you were prepared for that. So I know all of you are tracking these big line-item trends.

Snezana Mahon: Now let’s talk about the things that you don’t see, that you should be seeing, and why the government is urging all of you to start conducting a payment integrity analysis and an audit.

Snezana Mahon: So we’re going to start with a little survey by a show of hands. How many of you in the last twelve months—if you have gone to a primary care doctor—actually spent 45 minutes with your doctor? So if you spent 45 minutes with your doctor in your primary care appointment, please raise your hand. Okay. Five people.

Snezana Mahon: What if I told you that in your data, in the last six months, we are seeing that primary care appointments in brick-and-mortar physician facilities are all being upped from a 30-minute visit to a 45-minute visit? Why does that matter? You are spending 50% more on that visit when your members did not get a 45-minute visit. And so what’s happening right now is that in the world of AI and technology, providers are buying these incredible AI tools where the tools are teaching them how to circumvent medical carriers’ PA policies, UM policies, and payment policies. And who’s paying the bill? All of you.

Snezana Mahon: Let’s look at another example. How many of you have looked at your data in the last twelve months and noticed something very bizarre happening: an increase in sepsis in your population? Anybody noticed an increase in sepsis? Four people.

Snezana Mahon: Okay. What the data shows is that 11% of sepsis cases are actually not sepsis cases. They’re UTI cases that are being upcoded to sepsis, taking your actual cost from what should have been a couple hundred dollars to thousands of dollars, and this is happening under your nose—same situation. You have these new AI-based coding and billing tools that are being deployed in communities and provider practices, brick-and-mortar settings, et cetera. You need to be aware of that.

Snezana Mahon: Let’s play another question. How many of you cover Botox, either on your pharmacy or in your medical benefit? Okay. Data shows that actually, in the last twelve months, we are seeing Botox now jump to the top ten medical injectable drugs that are processing under your medical benefit. And I bet none of you realize that this is actually happening.

Snezana Mahon: And when we actually crosswalk the medical claims data to the pharmacy claims data, in 12% of the cases, the providers never even tried a first-line triptan product for people with headache; they immediately went to Botox as the primary treatment modality. That is not appropriate. And the difference from a cost-based model: you’re talking about a $40 drug versus a $2,000 drug being processed on your medical benefit—and you can’t even see it.

Snezana Mahon: And so the message here to all of you is: you need to go beyond the surface. You need to go beyond just the big, big topics that everyone is talking about, because it’s these things, as they add up—as we just discussed in the previous panel—are adding unnecessary burden and cost in your plan, and you need to really understand that.

Snezana Mahon: So yesterday, we made an announcement: we are actually now building AI technology to combat the AI billing and coding technology. And so you’re going to need AI to battle the AI that is happening in the coding industry in order to prevent and protect your medical benefit.

Snezana Mahon: Let’s talk about the pharmacy benefit. How many of you here, by show of hands, has your PBM told you that all specialty drugs must be dispensed out of their specialty pharmacy? Most of you, I would imagine. Okay.

Snezana Mahon: Let’s talk about a particular drug, everolimus. It’s a product that’s used to treat cancer. It’s an oral product. And most PBMs will say to an employer today that that drug must be dispensed out of that PBM’s wholly owned specialty pharmacy. What if I told you that that drug through that specialty pharmacy today, you’re getting billed to the tune of $7,600—but that same drug, not a different drug, actually is available at Mark Cuban Cost Plus Drugs for $275?

Snezana Mahon: The message here is that you need to know what drugs are on your PBM specialty drug list. In fact, there is no universal definition of specialty, and some of the specialty pharmacies that are associated with PBMs are making their own decisions of which drugs go on what list. And so you need to be able to take control over it and say, “No, I need to optimize my specialty network.” And even if you were taking a CMS definition of what is specialty—which is $600 a month—this clearly is well below that. And so you need to be able to optimize the management across your medical benefit and your pharmacy benefit.

Snezana Mahon: And so if you really want a take-home message here, you’ve got to look deep, because that is where we need to go.

Snezana Mahon: So let’s talk about the true headroom that needs to be made for the real high-cost specialty drugs that are coming in the industry and why they’re so exciting for us to understand. So we are entering not just a prolonged cost era, but we’re also entering the most incredible innovation era in our lifetime. The FDA just did something miraculous last year. They added a new fast-track program that is now accelerating timelines for some of these new gene and cell therapies by almost 40%. So what used to take two to three years longer, we are now going to start seeing some of these products hitting our market a lot faster.

Snezana Mahon: We have thousands of clinical trials. We’re shifting the treatment paradigm. You think about cardiovascular disease that over the last 40 years, we’ve only had oral treatments that people had to be on their entire life. Now you look at some of these clinical trials: we believe that even in the next two years, there will be a one-and-done treatment. Pfizer right now is working on a drug—literally, one and done. You are able to treat cardiovascular disease, and that is how powerful some of these products that are coming to market are.

Snezana Mahon: Everything from MSK that I just talked about—the current state of the claims that are processing that shouldn’t be, the prevention that needs to be there—you’re not going to be able to afford what is coming. So: gene and cell therapies.

Snezana Mahon: Another one that I’m really excited about—especially with the topic of cancer that we just discussed—is that literally in less than two years, we will have the first cancer care vaccine available in the market. And right now, it is in a phase 3 clinical trial for the treatment of melanoma. Most of you today probably have melanoma in your top five cancer types in your population. And so once this debuts, we believe that it’s going to be available to the commercial markets in Q2 of 2027.

Snezana Mahon: We need to be ready for this because the people in your population are going to want it—people who are at high risk, people who want to be prepared. And so these personalized mRNA vaccines, they’re coming. They’re going to start coming fast and furious, and the first one is expected as soon as Q2 of 2027.

Snezana Mahon: Let’s talk a little bit about biosimilars and why they present such an exciting tailwind opportunity. So this entire time, we were just discussing the high-cost products and how challenging they are—a tailwind is coming of biosimilars to the tune of $234 billion of available savings to all of you. Why is that going to be possible?

Snezana Mahon: On October 29 of 2025, FDA also did something pretty miraculous. They eliminated the need for something that was called the CES—the comparative effectiveness study—for biosimilars, where now what used to take, from an R&D development perspective for pharma companies, one to three extra years—$24 million minimum—to go through the CES has now been eliminated. And the first product that came to market as a result of this new accelerated pathway was actually last November.

Snezana Mahon: Why is that such a big deal? We are now seeing 99% discounts that are available in these biosimilar products to the reference product that was in the market just 18 months ago. And so the beauty of having rising cost challenges that you’re going to see in other therapy classes—in areas that don’t have the same—there’s a small problem.

Snezana Mahon: You can only take advantage of this $234 billion that might be available if your PBM allows you to get access to every single one of these biosimilars. And what we’re seeing is that a lot of PBMs might give you the choice of one or two, and sometimes it’s not always the one that’s 99% off discount or 86% off discount. Because the biosimilars—if you look at their discount ranges in Stelara or Humira or any of the products that have biosimilars available in the market today—they range from 40%, 50%, 70%, 80%, and now in the high 90s. Will you get the opportunity to get the highest-impact option for your plan?

Snezana Mahon: Now let’s talk about GLPs, everyone’s favorite topic. I’m here to tell you that it’s not going to get better—it might get worse—but there are a lot of exciting things that are happening in the GLP space. So what’s new? What just happened in the first week of January is we now, for the first time, have GLP products that were only available in injectable forms available in pill form. They are here.

Snezana Mahon: It’s a once-a-day pill that you can take versus the traditional Ozempic, Wegovy, Mounjaro, Zepbound injectables that were available prior to that point. And the clinical trial data of these daily oral formulations is very promising: 7% to 12% average weight loss. But what excites me the most is the pipeline. There are 170 new GLP candidates and 82 drug manufacturers. So you’re about to get a whole lot more competition in this therapy class.

Snezana Mahon: And the one product I would put on all of your radars is a product called Meritide. It is going to be a monthly injectable. So the current injectables have a clinical trial effectiveness rate of over 20%. It’ll be the first time an injectable GLP-1 drug is going to come close to rivaling the effectiveness of what bariatric surgery is delivering today.

Snezana Mahon: And when you think about the generics that might be coming, all of you are wondering, “Okay, great, Snezana: you’ve got the biosimilars that are available—what about the generics and the GLPs?” I’m here to tell you that on the injectable front, the first available generic that we’re anticipating once all the patents expire is summer of 2031. So we are going to get some generics in this space, but not in the near term.

Snezana Mahon: Over the next year, we expect to have indications for pulmonary disorders, osteoarthritis. We have polycystic ovarian disorder, Alzheimer’s, and substance use disorder. There are a lot of promising results that these products are going to deliver, and there’s going to be more demand. So the story here is that with more competition, price is going to come down as the rebate-elimination world is starting to take center stage—but the demand in your population is going to increase.

Snezana Mahon: So the net effect to your plan is still going to be higher total cost of care when you look at these products. And so something to be keenly aware of: continue to follow these pipelines because they’re really going to shake up your plan—as we have seen in the last five years.

Snezana Mahon: So let’s talk about these new business model shifts, if it wasn’t complicated enough, right? We have been dealing with a lot of issues as an industry, and now you all need to be prepared for something else that’s coming. Over the last two years, what the GLPs have taught us is that the consumers are in charge. And so what we saw was pharma going direct to the consumer, which are the DTC models.

Snezana Mahon: Now we’re seeing the DTE model submerge, which is pharma is going direct to all of you. So why is that? Forty-one cents of every dollar that pharma today makes is going into the middle—the administrative entities that are ultimately partnering with pharma to disseminate rebates, wholesale, and other elements. And pharma fundamentally believes that there might be better pathways to work with employers in the future, and so they are seeking out contractual relationships the same way that all of you might have been partnering with health systems over the last few years, striking direct contracts. This is coming to a theater near you.

Snezana Mahon: And as we have now seen even with Trump Rx, when Trump Rx initially was launched last year, there were only six pharma companies that came forward. Literally, just in the last two months, we are now at almost 20 pharma companies that are on that list, and you’re going to continue to see the evolution of these DTE models that are coming.

Snezana Mahon: What does that mean? Opportunity to really completely disintermediate the traditional business models that have existed before, which was: I have a PBM that handles all of the contracting and the procurement with the pharma companies. I then wait, as a good citizen, six to eight to nine months to get my rebate check for that stuff. Now the tables are turning.

Snezana Mahon: You will have greater control in determining when you’re going to get access to that, and how you actually negotiate that contract. Was it a rebate contract? Was it a lowest-net-cost contract that was negotiated with that pharma company?

Snezana Mahon: And you can also expect—and pharma genuinely, I would say, over the next couple of years—is interested in the data conversation that we discussed: how do we start contracting not just on units and costs, but we’ve got to look at utilization when it comes to value-based? Just because a product had a clinical trial result of X, in the real-world evidence, is that actually occurring? And if it isn’t, why should you all be overpaying for something that is not delivering the value that you are expecting?

Snezana Mahon: And so from an employer-pharma model perspective, expect this to only increase, not decrease—not just in a GLP-1 space. I mean, you look at pharma companies right now: they’re interested in other categories from oncology to dermatology to other areas where we believe that there’s going to be a lot more innovation, a lot more demand in the consumer markets, and the ability for you to access that.

Snezana Mahon: So I have an exciting announcement to make: now introducing Transcarent’s weight health direct offering for employers. You all will now have the ability to add GLPs as part of your benefit in terms of having complete control. What does that mean?

Snezana Mahon: You can now—depending on which side of the house you came from—if you’re an employer that covered GLP-1 drugs in the last few years and your finance team has basically sat you down and said, “I don’t think we can continue to absorb, despite the rebate value dollars I’m getting. We need to be able to be in control of our exposure.”

Snezana Mahon: In this model, you can now be in full control—meaning you get to assign a fixed employer contribution amount. So this weight health benefit is sitting outside of your traditional pharmacy benefit, and you are ultimately now saying: “I want to contribute $50, $100,” or similar to the fertility benefits you have today. You might say to your employees: “I’m going to give you an annual lifetime maximum of $1,200 that I will contribute toward your weight health.”

Snezana Mahon: “I believe obesity is a chronic condition, and I want to give you access to a benefit, but I’m not taking on the cost burden as an employer of covering an unlimited exposure.” And so this gives you the power of both access and limiting your financial exposure as a plan. So you’re in control.

Snezana Mahon: The other benefit you get from this is that this totally sits out of the benefit, and you are now getting out of the rebate world. So this is not: “I am invoicing you for the AWP of the claim and then you get a rebate later.” This is a net-cost negotiated rate. So the rate of that product that is being administered at the point of sale is that same price that you all are paying as part of your benefit.

Snezana Mahon: And then the simplified access: we are able to help support you throughout this entire journey—FDA-labeled indications, streamlining member access—and we’re administering it all on your behalf with the lowest net access, and you ultimately get to have full control. So we believe that the future in this category is really a more sustainable way to manage your benefits than you are today.

Snezana Mahon: And we’re super excited about it, and we would be more than happy to talk to all of you who are expressing interest in this. And the beauty of this, too, is you don’t have to switch your PBM. Whatever PBM you’re using today, you can keep them. The only thing that you would do is say to your PBM: “I no longer cover GLP-1 drugs.” They would set you up in the system as NDC reject/not covered if a member were to go get it, and then you would inform your employee base that this is the new way you access these products, and here is what I’m contributing as an employer. So really exciting, innovative stuff, and you can expect to see more of this in the future.

Snezana Mahon: Let’s talk about another topic that we have spent a lot of time discussing here: AI adoption and innovation. I’m here to tell you that you’re about to embark on the three waves of AI that are coming now.

Snezana Mahon: First one is what is coined as the automation and efficiency wave of AI. Expect that AI is going to become mainstream in daily workflows in your doctor’s offices, in the health systems—that is going to take over the administrative workflows of triage, intake, et cetera. It is not going to be a surprise when you see it. Expect it in as short a timeframe as six to twelve months. Every visit that you have, every interaction you have in the community, hospital, health systems—AI automation is here.

Snezana Mahon: The second wave that you can expect is what is called the prediction and the personalization wave. And as part of this prediction and personalization wave, AI is going to predict disease onset. As you heard this morning from Anish, you now have people using AI that is matching their medical record to what clinical trials you can be eligible and available for. And so be prepared for this incredible prediction and personalization wave.

Snezana Mahon: And the last one, which might be exciting or scary for some, is that by 2033, we believe that 95% of clinicians are going to have AI copilots that are going to be operating simultaneously side by side. You might be sitting in a hospital room where AI sensors are on the entire time—completely autonomous, no additional sort of human support—and robotic surgery is going to be guided in real time.

Snezana Mahon: If you look at even some of the information that was shared just a few weeks ago at CES or the World Economic Forum, people believe that even in less than four years, these robots might be better at brain surgery than even some of the best brain surgeons that we have seen that have 30 years of experience.

Snezana Mahon: And so that is what is coming. And we talked about costs, we talked about therapies, we talked about the need to have prognosis and evaluation of your claims data. What this means is it’s time for all of us to think differently and to act differently. And it’s not a choice. It’s a necessity, because if you don’t—as I mentioned earlier—doing nothing is the single most expensive thing that you can do.

Snezana Mahon: And so what we’re seeing now in this prolonged cost era is the shift from cost management to risk management. You all need to be prepared to have the ability to have enterprise health risk score management by asking yourselves questions: where is my risk really concentrated? You can’t answer this question unless you actually have access to all of your data, where you can make the proper evaluation. What vendors are being held accountable? What claims should have never happened? How do I know where my pharmacy dollars are going? And is there an opportunity to save? And so this is going to be an incredible pivotal moment for all of you.

Snezana Mahon: And so what are some of the most progressive employers doing, and what should you all be doing to prepare? Number one thing I will tell you guys: if you’re not doing this, your number one lever to save dollars over the next three years is pharmacy benefit strategy. We talked about it yesterday. If you’re not thinking about changing your pharmacy benefit strategy, you must.

Snezana Mahon: What does that mean? You’ve got to rebid your current pharmacy contract. You’ve got to hold them accountable with a market check. Make sure that you’re asking for four things: transparency, accountability, clinical value, and data access. If you don’t have access to these four things in your current contract, you are not protected.

Snezana Mahon: You must have a biosimilar adoption strategy. You need to have a specialty drug network optimization strategy. As I just showed you that one example of an oral chemotherapy product, you need to have a network optimization strategy. Otherwise, your plan might be overpaying for certain products.

Snezana Mahon: You need to drive aligned incentives, flexible plan design, formulary design, GLP coverage criteria. You need to be in control of it. And you need to have the opportunity in your contracts that you have the right, as an employer, to directly contract with pharma. I will tell you that most employers today, when you sign away your PBM contract, you don’t have that right today. And so ask for it in your next renewal. Look at some of these things, because the future is moving so fast. You need to have the flexibility that is really important.

Snezana Mahon: Pharmacy, number one. Two: focus on your network. And I’m just not talking about the medical network. I’m talking about the pharmacy network. Centers of excellence on the medical benefits are going to be a necessity.

Snezana Mahon: When you think about quality and the importance of quality first, and then looking at the cost equation, many employers right now have successfully deployed required use in not just bariatric surgery, but in musculoskeletal. And I’m not talking about all of musculoskeletal. The top four most high-cost, highest-risk-for-complication musculoskeletal surgeries: spine surgeries, hip surgeries—you need to be able to protect yourself by having a center of excellence that you’re guiding your members to.

Snezana Mahon: Pharmacy: choice, choice, choice. I remember when I started out my career 20-plus years ago as a pharmacist, I thought the only way you can control spend is to close the network. What we’re actually finding is the opposite. You need to open up the network in some cases for multiple choices in home delivery, multiple choices in specialty. But if you give your consumer the right information and the awareness of what the cost is, nine times out of ten they’re going to make the right decision, and you get the opportunity to really steer and direct where that is. So think about your network. It is still a critical lever, and think about choice as the key lever in how you’re protecting yourself.

Snezana Mahon: Thirdly: single front door to care. Guys, we have had fragmentation over the last 20 years, and in fact, the point-solution fatigue that employers have seen—what I now say is care navigation is no longer a nice-to-have. It is a core infrastructure layer in how you’re going to think about your care delivery and where you’re going to triage that care.

Snezana Mahon: So as we have all said, we’re going to see a lot more AI-based triage and navigation, but you still need the clinicians and the humans to really operate at the top of their license, and so you’re going to need both in the future. But the most important piece that has not been considered is pharmacy-led navigation. Eight out of ten people use a medication every single month. Use that as your front door. They come to get their drugs, but then they discover the rest of your benefits. And for employers that are deploying these models, they see significantly greater engagement.

Snezana Mahon: And the last one—this is homework for all of you. Employers today spend millions, and many of you sitting in the room are spending billions: $1.2 billion, $1.4 billion, $1.5 billion in total health care. Yet we are still relying in 2026 on mailers and email blasts to tell your people about these benefits that you are offering.

Snezana Mahon: Yet social media right now is driving how your people think. It’s influencing them. TikTok and Instagram are telling them how health decisions should be made, shouldn’t be made, and misinformation is filling the void while many benefits leaders might be staying silent with the team. And so the ask here is—and I’ve seen this personally from employers, and yesterday we were sharing the FIS story—when an employer really says: “I am going to be the change agent,” HR is, effective immediately, becoming a behavior change engine, not relying on an email or a blast mailer that is being sent to the home, to empower and be the social influencer in your organization.

Snezana Mahon: Literally, the other day I saw an article. LinkedIn was saying that every employer in the future should actually start hiring social health influencers in your own organization, because you, as being ultimately responsible for the spend, how do you become the spokesperson of the second most expensive line item in your balance sheet for the organization to empower and drive your employees to drive change?

Snezana Mahon: And so my call to action to all of you here is that this is our time. The intersection of benefits and social influence is here, and this might be yet the most powerful lever you can pull—one where you see immediate gains in engagement that fundamentally change the way people in your plan think about their benefits.

Snezana Mahon: And so to wrap us up, the four actions I’m asking all of you to take as you’re walking away from this Voyages conference: define your point of view. When it comes to GLP-1 drugs, specialty drugs, chronic conditions—know your point of view. Have your data identify the point of view.

Snezana Mahon: Stress test your plan. You must have a plan for how will this plan work in if-then scenarios: 12 months, 24 months, 36 months. We talked about the innovations that are coming up. Does your plan sustain the elements that are the inputs and the outputs, and is it protected from those pieces?

Snezana Mahon: Demand full transparency. Demand transparency on pricing, on utilization, on outcomes, and ultimately align your benefit strategy to strategy. How are you growing? How are you shrinking in some sections of your organization? And make the benefits work for you.

Snezana Mahon: And the final parting quote I will leave you all with is that the most important health care decision you all can make in 2026 is whether you choose to design the future or default to it. And I hope all of you will choose to design your future, and I hope all of you get to rely on each other and the relationships that you have built over the last 48 hours to share stories, to challenge one another, and to ultimately define this health care journey that all of us are responsible for bringing.

Snezana Mahon: So thank you all for being here, and have a wonderful and safe travel home. Thank you.