> Companies rarely fail for a single reason, and looking back, there are certainly choices I would have made differently. But here’s the simple truth: despite our progress, we ran out of time (and money) before we could crack the unit economics to meet venture-funded standards. We couldn’t bridge the gap to a viable, software-centric business model that was less reliant on expensive physician time, and that ultimately led us to wind down.

As someone who spends a lot of time in healthcare tech, the overwhelming problem in care navigation is you need an employer to pay you a low PMPM fee and then a higher fee for usage as most people who need this can’t pay for it on there own.

Payors may have some kind of care coordination program but generally they are looking at higher fee patients they are trying to soften their spend.

It is a hard problem when there are people who need help but you have to pay every speciality you see even if they don’t alleviate the problem.

But... why the reliance on investors? Why not bootstrap a startup, and grow organically? Are the running costs really so prohibitively high?

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That's interesting - it turned out markets, as distorted by Obamacare and so on as they are, weren't off by a lot.

He couldn't find services he needed and decided to build it himself. But after many years of trying he couldn't build a sustaining biz that provided such service.