Navigating the Future

Glen Tullman: Welcome to Voyages. And Voyages is really meant to signify this journey that we're on together. But I kind of feel like Voyages—to me always—I think about a ship going across the ocean. And, you know, if you think years ago, how scary that must have been because people had no idea they were what they were getting into. And so that analogy works because we're kind of at that stage once again in healthcare where it's starting to accelerate.

Glen Tullman: So the ship doesn't work anymore. It's more like a rocket ship because of how fast things are changing literally every day and that's happening. But the scariness is still there because we don't know where all this is gonna end up. But we know where it has to end up, and that is: we have to improve the experience, we have to improve the quality of care, and we have to not just slow the rate of increase, but we have to reduce the cost of healthcare. And that's not just for people in the US, but it's around the world because this has become a worldwide problem.

Glen Tullman: So welcome to Voyages—and this is kind of not the maiden journey for many of us. We've been at it for a long time, but it is kind of a re-beginning of what we can do together. So I get you heard a little bit about my background, and I always get this question: Is it true you eat all that ice cream? And the answer is yes.

Glen Tullman: For literally, like, since I can remember—maybe since I was 10 years old—a pint a day every day keeps the doctor away. That's kind of… and then I'm stuck working with doctors all the time. So there we go. But I do—and I've done that simply because there's only one medication I take. That's a statin.

Glen Tullman: And I was given the choice, I don't know, about a year ago—the doctor said, “Glenn, your cholesterol is up each year. It's been going up a little bit and you gotta do something about it. We've either got to talk about diet—you gotta cut the ice cream out—or a statin.” And I'm a good American, so I said, “I'll go with the statin.” And then I had a chance to use our own system.

Glen Tullman: Our company was paying $18, and I went on our own tool with the encouragement of Snezana because we do free—it's free for all of our… if you use a generic, you know, there's no cost. And so I was like, “It's free.” I go to Walgreens, and she said, “Glenn, you have—of all people—you have to use our system for pharmacy.” I said, “Why? Don't we take this one generic? How much money could there be saved?”

Glen Tullman: And so I go on and I look—and the company's paying $18. And so I go to Mark Cuban and Mark Cuban is $6, and that was good. But then there's a $5 delivery fee and I was like, “Okay, now I'm out $5.” And I go to Amazon and it's $4 for the company and no delivery fee. So I was like, “Bingo.” I do it, and literally that afternoon I get delivered—but not from Amazon.

Glen Tullman: They call up my building and they say, “Uber Eats is here.” I said, “I didn't order an Uber Eats.” And he says, “Well, here's a guy here from Uber Eats and he's delivering a package.” And there it is. There's my statin. And it was kind of magical and I was like, “This is amazing.”

Glen Tullman: And I did the math on the least expensive medication. I was like, “This could save our company more than half a million dollars.” And that's kind of what we're all going through.

Glen Tullman: So what does that have to do with—what's a social anthropologist doing running our company? Well, the reality is: yes, I was trained as a social anthropologist. I spent time… I lived in the Amazon. I lived for a year with the Amish people in a community with no electricity, no telephones. And so how did I end up in technology?

Glen Tullman: Well, one of the things I studied was how cultures change and how the Amish in particular—and other cultures—adopt change. And so why is it that they'll use a van but they won't own a van, and they'll use different technology?

Glen Tullman: So I studied all of that, and then when I ended up going into the work world—and of course I wasn't going to live in the Amazon so I had to get a real job—and I entered healthcare. And I realized it's all about the experience of healthcare, because what drives what we do in healthcare has to do with our habits and our experience: how easy it is, how hard it is. And, you know, there's a lot of friction in healthcare.

Glen Tullman: And then as I saw software coming along, we realized that the fastest way to change any culture is what? Is software. So we've seen this in Facebook and in social media. And so now we have an opportunity to use all that power to help change healthcare and make it better. And particularly with the advent of AI, we've never had a better opportunity to actually magnify the impact of people.

Glen Tullman: So people talk about AI as technology. It's not really about technology. It's about magnifying the impact of people using technology—and that's what we're doing. So that's a long-winded explanation of this question I always get, which is: how does social anthropology have anything to do with it? And the answer is: it's actually all about experience, and we'll talk about that.

Glen Tullman: But let's step back for a moment and talk about what's going on in healthcare. There's no one who knows better than this group what's going on in healthcare—and the beauty is that you can talk to anybody and they will… they have a story for you in healthcare. And unfortunately, the story is not a great one.

Glen Tullman: And that is: we've all had—despite all of our efforts and everything we've done to make healthcare better—the reality is, if you survey the country, this is one thing that brings our divided country together: young and old, men and women, all ethnicities, all agree that healthcare is too confusing, too complex, too costly. That's not the bad news—and it's getting worse, not better.

Glen Tullman: Despite all of our efforts, it is the national survey that has the most cognizance of any survey that's done nationally. That is: everyone agrees with that. So it's our job to fix that and now we can't even afford the system. Before, we could kind of buy our way out of it.

Glen Tullman: And Ellen Kelsey, who you're going to hear from later today—I won't steal all of her thunder—but she was very nice in this quote. She said, “You will need to accelerate bold and strategic moves to contain cost, sometimes disrupting healthcare along the way.” So that is like… I can't be that nice.

Glen Tullman: I mean, the reality is: we do need to disrupt this system because it's not working. It's not working for us. It's not working for our parents, our kids, our partners. It's not working for anyone, and we're in a spiral now with millions of new people entering the system who will not be insured—and others. And some of you have told me that your youngest employees are opting out of your own insurance plans because they can't afford them.

Glen Tullman: We're gonna have millions of people who are gonna end up in ERs and putting more pressure on this system. So we have to do something different. And, you know, the reality is that somebody has to fix this.

Glen Tullman: And there's this great statement from Jerry Garcia. How many people know the name Jerry Garcia? And who—Jerry—oh, my gosh. So we've got an older group here. Let's be honest about it. So from the Grateful Dead—I was not a Grateful Dead fan—but I love this quote. And he says, “Somebody has to do something, and it's just pathetic it has to be us.”

Glen Tullman: But the reality is: it is up to us and it has to happen now because we're out of money, we're out of time, the government's not gonna come to save us anymore—so it has to be us. And that's largely the businesses, the consultants, some of the enlightened payers who are out there in health plans. We collectively have to figure this out.

Glen Tullman: And the good news is we have some new tools to do it. And that's the opportunity that we all have together—that we all have right now—and that is to use what we have to rethink what we're doing and to be bold enough to do it.

Glen Tullman: But, you know, it's interesting because everybody's talking about AI—AI this, AI that—and it's a little bit deceptive because it's not actually about the technology. And usually I say it's all about the experience, but that's not even true anymore. It is about the experience because if we can't get people to do things differently, then no matter what we invest, it's not gonna work.

Glen Tullman: And interestingly—and here's some take-home value, which we all want you to have take-home value—and that is: Americans do not like prevention. If you talk to your populations about prevention, they don't like it. But they love longevity. Go figure.

Glen Tullman: So if you're going to couch your message, talk about longevity—and they are eating it up. Eating it up. And I was talking to, in one of my other hats wearing on investment, a group came in. And we had seen them about two years ago, and they came in and we said—and they were in the prevention business—and we said, “You know, your business is not growing, and we're not going to invest,” and we took a pass.

Glen Tullman: The same group shows up. It's two years later, and they are now a longevity business, knocking the cover off the ball. And I, of course, were watching this presentation. I said, “I'm sure we've seen this before.” They said, “Oh yeah, yeah, we were here two years ago. We were a prevention company.” And I said, “Well, what did you change?” And they said, “The marketing.” And that was it. And we're investing.

Glen Tullman: There you go. So it's really about leadership, and it's about all of you. And it comes down to a really simple thing: you have to decide—are you going to stay with the status quo, or you're going to lead and do something different? And that's the decision that all of you have to make, and you have to make that every day.

Glen Tullman: And the reality is: you can stay with the status quo. You can get through another year and people blame other people, and you can stay under the radar. Or you can make a decision to lead and do something better for your people. And that's what it is.

Glen Tullman: And I was just with Jess—where's Jess, up front there—at ServiceNow. And so I'm going to steal this quote. I told her I would, but I told her I would attribute it to her CEO.

Glen Tullman: And at ServiceNow they're talking about “AI is the new UI” and how they're going to use AI to change everything about their business. And again, if you go through about half the employers that we're dealing with—half the companies are literally assigning their people. They're saying every department has to have a new AI project. And then there's the other half who literally kind of is saying this thing called AI is an enemy. It's neither. It's just a tool.

Glen Tullman: And the question is: what are you gonna do with it, and how are you gonna use it to rethink your business, and how brave can you be? There's a philosopher called Ashley Brilliant, and she says, “Why don't we get braver as we get older?” And it's a great question. Why don't we? You know, for God's sakes, if you're not gonna do it now, when are you gonna take some risk and actually try to do something and lead?

Glen Tullman: And that's really a big part of what this is about. So the power is in your hands and the time is now to do something. And whether it's with us—it should be, did I say that?—or whether it's with someone else, but the reality is: do something.

Glen Tullman: Because, you know, I like to say: I hear everybody talking about innovation. I have a simple statement. I say innovation begins by doing something. Not by talking about something, not by meaning. It begins by doing something. And the real test is: what happens if it goes wrong? Like, versus what happens doing the same thing. The status quo is no longer the safe thing to do.

Glen Tullman: And you remember the statement, you know, “Nobody got fired for IBM buying IBM”—until they did. And then there was a pivot. And we're at that pivot today.

Glen Tullman: So how do you manage that pivot? Well, you know, you manage that pivot with partners and picking the right partners who share your vision. And again, a big part of what we'll talk about is vision, and that is: where do you want to go? Because if you don't know where you're going then you can take any road you want. But where do you want to go, and what is that vision?

Glen Tullman: And most of you, when I talk to you, you actually have a real concern for your people. You want to make things better. And yet doing the same thing—we all know that what we're doing today, it's not working. It's written about. We know about it. And yet so many of us tend to say, “Well, let's just keep doing one more year.”

Glen Tullman: And we have a lot of great consultants here, and I thank you for coming because, again, they're the ones who ideally are gonna help lead the change that we need to make. So it really is about changing together.

Glen Tullman: And when we talk about partnerships, a lot of people say, “Well, that's your trusted partner ecosystem” or your “experience store”—all these great partners, point solutions and providers that we have, and health systems that we have. And it's more than that.

Glen Tullman: When I think about partnerships, I think about the spirit of partnership, which is: how do we work together to bring this change on? And it's everybody in the room. It's not a vendor and a customer. It's not… no. It's: how do we solve this problem? Let's focus all of our time and energy and attention on solving the problem. That's what we need to focus on.

Glen Tullman: So having said that, let's spend a moment on the experience because, you know, in a business long ago that actually Laurie McGraw helped me build, called Allscripts, we had this word we created—and it was an acronym—called IDWEENUM.

Glen Tullman: And we were getting—this is how long ago it was—we were trying to get doctors to stop using their prescription pads where you couldn't… there are lots of people who are dying, according to the Institute of Medicine. Six thousand people a year were dying from bad handwriting and preventable medication errors. And we said, “We're gonna build electronic systems—electronic prescribing—to eliminate that.” And we largely did that.

Glen Tullman: And, you know, when we did that though, there was an acronym: IDWEENUM. And IDWEENUM stood for: “If docs don't use it, nothing else matters.” No matter how good the technology is, if we can't get them to use it, doesn't matter. And so the experience here matters.

Glen Tullman: And what we're trying to do is build an experience like every other consumer experience you have in the market. No one actually—I don't think anyone here went to a training course on how to use Google. Anybody? No? What about the Uber training course or the Lyft training course? Anybody? No. Spotify? Nobody went to that training course. You used it. It was intuitive. It made sense. You understood the value.

Glen Tullman: But in healthcare, we seem to have this thing that we either have to bribe people or punish people or incentivize people to do the right thing. And so we have this crazy idea: what if we just made it easy?

Glen Tullman: What if it was so easy that you could just ask your phone a question in any language? Today for us, that's English, that's Spanish, that's Japanese, and soon to be more languages. What if you could just start everything with a question?

Glen Tullman: And interestingly today, Google—since I mentioned them—how many questions a day does Google get about healthcare? Anybody know? One billion questions a day on healthcare. One billion questions a day. There's a lot of people asking a lot of questions—and you all, many of you, get a lot of questions too.

Glen Tullman: And so it all starts with a simple question. And our idea was: what if we could answer those questions and give people real-time, personalized answers? So that was the idea behind wayfinding—a $100 million investment that we made—to say: why don't we use all this power that people are already using for other things, and why don't we make it a trusted resource to answer questions that people have?

Glen Tullman: And so to do that, you had to do three things. You had to create that experience that was great. You had to be trusted enough that they knew you were focused on quality. But you also had to do one other thing, and that is: you had to do it at a lower price point.

Glen Tullman: So part of our objective—and I know many of you are going to hold me to this—is to actually drive your cost down year over year. And I believe we can do that. You're going to start to see that, and some of you have already in some of the discussions that we're having.

Glen Tullman: So how do we drive the cost of healthcare down using technology? And so in terms of wayfinding, generation one—which some of you are already using—did three things.

Glen Tullman: One: benefits navigation. It answered simple questions that people had like, “What's my copay? What's my deductible? I don't have my member card. I lost it.” It all personalized to you.

Glen Tullman: Secondly: clinical guidance. “What should I do? I hurt my shoulder. I hurt my knee. Should I get surgery?” The answer is always: not before you get a second opinion. The same people, by the way, who wouldn't actually go to a restaurant without checking Yelp will have heart surgery and won't check with anyone. Like, you know those people—and that doesn't make any sense. And so we've got to change some of that.

Glen Tullman: So clinical guidance—and last but not least—care delivery. Setting a new standard that says you ought to be able to talk to a physician instantly, in 60 seconds. You ought to be able to schedule an appointment. You ought to be able to visit them and do all that digitally. And we have every flavor—and increasingly every flavor you can think of—is available to you: whether it's on-site, whether it's near-site, whether you want it in the future, whether it's a specialist—all available to you, all instantly.

Glen Tullman: So we then came out with our latest version, which we just announced—2.0—which allowed you to do a few things. Advanced symptom checking was one: actually going through and saying, “My shoulder's bothering me,” and having a conversation about that but not having to talk to the doctor—talking to our AI capabilities, our care assistant—and actually having a conversation and gathering that information. So when we get a doctor involved, he or she can actually give you solutions and options.

Glen Tullman: And people don't like questions, but they love choices. So giving people—your people, your family, and everybody you know—choices about what their care options are and what are the best care options is the best way to provide real-time, instant care. So again, these are the kinds of things that we want to provide. And you see that—here's a recommendation that comes up.

Glen Tullman: And what's beautiful about this is this kind of care—you can create abundance in healthcare. This kind of care can be near-free, incredibly accurate, and free up the people that we need—the doctors, the nurses, the therapists—to do real-time work. And that's what we want to do.

Glen Tullman: So we don't have enough doctors in this country—or nurses—to actually provide the care we're going to need to provide. So we have to use them not to do billing, not to help you figure out where your pharmacy is and which Walgreens you want to go to. That's not the way we ought to be using them—and yet today that's the bulk of their time.

Glen Tullman: There was a study done that says the average physician spends more time figuring out your pharmacy than they do diagnosing what your illness is. So think about that. And these are people who've gone to school for years to do that. We have a better way to do that.

Glen Tullman: So second, we ask people: what are the biggest challenges you have? One of the biggest single challenges was scheduling. “I've got to go to the doctor, but getting an appointment is terrible. It takes too long. It's a process. You have to go back and forth.”

Glen Tullman: So what if our capabilities—our scheduling capabilities—could do that for you, to give you those options? And that's a part of our new version. And I have to tell you, it's amazing. And it's any doctor. It's not just limited doctors. You don't have to pay a fee or anything else, and we'll go out in an agentive way and become your assistant and do the work.

Glen Tullman: So if you say, “I want to find the best endocrinologist in San Francisco who's female and speaks Spanish,” boom—we'll find that. And then we'll tell you: is it included in your network? And then we'll say: would you like us to make an appointment? And you say yes. And we say: what days work best for you? And then we go out and do the work, and come back to you and say: here's the time that's available.

Glen Tullman: And when we do that in our initial testing, people are blown away by it. And who wouldn't be? Because who enjoys that process of figuring all that out? So that's again what we're doing with AI agentive scheduling.

Glen Tullman: And so that's the process that you'll see—and increasingly, some of you will begin using that literally in the next month or two months or three months. So real-time scheduling right now. So capabilities that your people will actually start to say, “Hey, healthcare isn't as painful as it used to be.” And I'm not talking about their diagnosis. I'm talking about the process.

Glen Tullman: And then this idea of memory. So—and this is not gender-specific, although some people have attributed this as a more useful tool for men than women—but you know there's this claim that when a doctor tells you something, people are actually—and this is real—if you're in there and you're getting a diagnosis and it's major, you're not actually listening to what they're saying. You're processing.

Glen Tullman: And so there's lots of studies that show that best case, you're picking up about half of what a doctor says. And so imagine if that whole… all that information was transcribed and you could access that anytime you wanted to, and that the system would remind you: “Did you remember to go and get that follow-up appointment for hypertension? You might not have remembered to pick up your medication.” The reality is: we know you didn't. And so we can make it easy by sending it to your home—those kind of things.

Glen Tullman: So that idea of total recall memory—to have it always available. “I can't remember what the doctor said.” Was it one a day or once a week? And the reality is: almost nobody calls the doctor back. And if you wanted to, you couldn't get to her or him anyway. And now you have the ability to get the real answer real-time—and that's total recall memory.

Glen Tullman: So again, all of that is coming. And last but not least: a personalized health path. And that is: here's every month a few suggestions for longevity—to keep you healthier longer, number one—but also some clinical suggestions. You're a man over this age—you should have X. You're a woman over this age—we recommend Y. You have a chronic condition—maybe a vaccine is appropriate for you given that it's heavy flu season. So three levels of suggestions.

Glen Tullman: One: longevity. Two: very specific recommendations about you. And three: any clinical stuff that you absolutely need to get done. Real-time every month—just a reminder—but personalized to you and interesting enough that you want to kind of look into it.

Glen Tullman: Because a lot of us are already… you know, we see a story and it says, you know, somebody—and guess what, they figured it out. The good people at Meta and other places have figured it out. And they'd say, “If you were a man in this age category with these habits…” and I was like, “Wait, that sounds like me.” Well, of course it did. And then all of a sudden I'm into it. That's great. Let's use that to do good stuff. So that's what we're doing there.

Glen Tullman: So hyper-personalized, connected—that's what healthcare should look like. So let me start to wrap a little bit.

Glen Tullman: So what are the tailwinds here? Well, what we have in healthcare and our healthcare population is great people who care. And that's what this room is filled with. And I would argue that almost everybody in healthcare wants to do the right thing. Our problem is: we just don't have the systems and the way to do it.

Glen Tullman: And we need a few people to show how it can be—what it can look like—how easy it is to do the right thing. You're going to hear from some of those people today. You're gonna hear from FIS, which was a brand-new implementation we just had— their results—and it was a beautiful partnership.

Glen Tullman: And that partnership—and I joke, and he couldn't be here because he has a board meeting—but their CHRO, you'll see him on camera. He called me. It was my first call of the new year: 5:45 a.m. And my phone's ringing, and I look at my phone—and I sleep, and my phone is next to me—and there it is: Bob Tuohy.

Glen Tullman: What's Bob doing calling at 5:45 a.m.? “Glenn, the system's not working.” I was like, “Bob? Hi Bob. Happy New Year. The system's not working. What are we going to do?”

Glen Tullman: So I of course, you know, put out a message and start waking up our leadership team, and he calls back: “But my wife's system—hers is working.” Okay. It's about 6:15.

Glen Tullman: 6:30, the team systems are working. Turned out that Bob, who came from Allstate, was using his Gmail. Our security said, “Two people with exactly the same name, two different companies—got to block this person. Something's going on.” And there was no system problem. So there you go.

Glen Tullman: So Bob now will know that I talked about him on stage. But the point being that there was a partnership. And I love the fact that he got out first thing because this was his company—thousands and thousands of people—and he cared that much. He wanted to make sure this is day one and we had been preparing. But that partnership is what helped us. That kind of care is what all of you have as well. And so—and that's why it's been incredibly successful.

Glen Tullman: You're gonna hear about that. A vision that matters—something that we all have—and that is: all we want is something that's easy. One place for health and care.

Glen Tullman: And, you know, I have above my desk a quote from the lead analyst at Fidelity—the largest investor in most large companies in America today. And the lead analyst—his advice printed publicly for Jeff Bezos—this guy wrote a report and he said about Amazon: “Jeff Bezos ought to stick to selling books. This idea of the everything store makes no sense to anyone.” I think he was wrong.

Glen Tullman: So the idea of all your health and care in one place makes a lot of sense to everyone. And that's what we're trying to create: make it easy for people. And again, what we're doing is—all these investments we're making are on behalf of all of you, and of all of us as a population, and working together to get that done.

Glen Tullman: And it's not about AI. Somebody said to me, “Will AI take my job?” And the answer is: no, AI won't take your job, but somebody using AI intelligently will—and they should. And that's just like saying, “Will a calculator take my job?” No. But somebody who uses a calculator is probably better than somebody who's doing handwritten math. So we have to figure out how to blend that together and use the best of everything.

Glen Tullman: So what are our headwinds? What are our challenges? Well, the challenges—you know about this—and that is that the status quo is so powerful. And all those winds that say, “Don't make a change. It's risky. It's challenging.” And yet every other industry has been improved.

Glen Tullman: You know, we aren't going to the bank and standing in line to get our money. Some of you may remember going to a travel agent to pick up a paper-based ticket. Like, these are things… I got called out.

Glen Tullman: I might have told this story years ago, but it's still fresh. And that is: teaching a course at Stanford, and I said, “When you hail a cab…” and some young person raised their hand and they said, “I don't understand what that means.” I said, “Well, you put your hand up and you wave.” And they said, “And you just hope a cab's coming?” I realized…

Glen Tullman: And he said, “You're from Chicago, right? Isn't it cold there? You just walk outside and wave your hand and hope?” And he said, “Sorry, but that sounds kind of stupid.” And I realized that he had grown up in Silicon Valley, never had a car, using Uber. He just couldn't even imagine. And I started to say, “Yeah, kind of feel kind of silly just waving your hand out there to no one.”

Glen Tullman: So—but we have to realize that's where we are in healthcare. And we have to stop the hand-waving and start saying: what can we do to drive change? And that's what we have to do. And you'll see some quotes where I talk about navigation: Is navigation alive or dead?

Glen Tullman: And the answer is: the old style of navigation is dead—and should be. And the new style of navigation, which puts you in charge of your health and care—that's where we need to go. So—and these are the actual quotes. They pulled them for me. This is what I said.

Glen Tullman: I'm not as kind to navigators because I think navigators are yet another step in the process—and you can't navigate a broken system. I updated that apparently recently by saying, “Navigators are dead, but navigation isn't.” And there's a new way of doing it—and that's what I think we can all agree upon makes a lot of sense.

Glen Tullman: So let me end with a few thoughts. One: we won't always get it right. I'm here to tell you that because healthcare is tough. And I always say to our people—our frontline people—I say, “Look, nobody calls you just to chat. They call you and they are already happy.” Something hasn't worked. That's why we get a phone call. We don't ever… nobody just calls to say, “You're doing great. Thanks. Have a great day.”

Glen Tullman: So we're already starting behind the eight ball and we have to figure out: one, how to make it so they don't need to call at all. That's the best call to get. And it's kind of like I say about surgeries: the best surgery is the one you don't have to do. It's not a lower-cost surgery. It's: let's stop the unnecessary surgeries. Thirty percent in the United States are deemed by experts in their field to be unnecessary—and we keep doing them. Let's stop. Let's keep people healthier and out of the hospital, and then when we get them in, let's do it right.

Glen Tullman: So we won't always get it right, but I guarantee you that no one is going to be more committed than the people at Transcarent to make it right—and to work with you to get it right. And you should hold us to that standard.

Glen Tullman: And my ask of you for this conference is really simple, and that is: connect with other people. Because we talked about partnership. Nobody should go through this journey alone. Like, we need to reinforce each other because there are so many winds pushing against us to say, “You sure you want to do this? Is this going to work? What if it doesn't work? Oh my gosh.”

Glen Tullman: You know, there's just like… come on. Like, just sometimes you have to actually leap before you look. And I'm not saying you have to risk the entire world or organization, but you can absolutely make progress and start—and there's no reason to wait. Not a year, not two years—now is the time. Because in healthcare, remember: every day you don't do it, somebody's not getting the care they deserve. And that matters. And if it was somebody in your family, you'd want it done right now. And all of us have been there.

Glen Tullman: We can't believe the things that we see in our own healthcare system—sometimes at our own companies. And yet we say, kind of, “Well, I guess that's the way it is.” But it's not—and we can change that.

Glen Tullman: So connect with each other. Build relationships. Learn from each other. Share those learnings. And have a lot of fun—and that's what we're going to do.

Glen Tullman: And I'll just leave you with this quote, which I really love, and that is: you actually are much more powerful than you know. You really are—all of us are, collectively and individually—and we just don't use that power.

Glen Tullman: And I would ask you—I would implore you—to use that power to drive change in your companies, whether it's with us, whether it's with somebody else. But let's make healthcare better together.

Glen Tullman: So thank you. Thank you for bearing with me. The people who called my phone to say “speed it up,” thank you as well.

Glen Tullman: And we're looking forward to a great day or two together. So thank you all for devoting your time, your energy. Most important: thanks for being part of the solution. Thanks, everybody.