• Authentic Intelligence: Scaling WealthTech and the Sales Revolution
    Dec 22 2025
    In this episode of Value Drivers, we interview Pamela Cytron, the founder and president of Founders Arena, a specialized wealth tech accelerator. Cytron brings over 40 years of experience in the financial technology sector, having started her career in sales and telemarketing long before the term "fintech" was coined. She emphasizes that her career was built on relationship selling, trust, and accountability. The core mission of Founders Arena is to bridge the gap between "product makers" (startups) and "product buyers" (established financial institutions). Unlike broad accelerators like Techstars or Y Combinator, which Cytron notes primarily focus on funding, Founders Arena is laser-focused on increasing market share and accelerating revenue growth for its cohorts. The program operates out of North Texas, a region Cytron identifies as a rapidly growing hub for the financial services workforce. The interview covers the current state of the wealth tech market, which Cytron estimates will reach a total addressable market (TAM) of $29 to $30 billion over the next five years. She discusses the massive generational wealth transfer occurring today and the shifting landscape of investment tools, such as the rise of ETFs over traditional mutual funds. A significant portion of the conversation is dedicated to the impact of AI. Cytron introduces the concept of "authentic intelligence," arguing that human expertise and deep understanding of the financial ecosystem are necessary to make artificial intelligence effective. She expresses concern that if institutional buying procedures—often involving 12-to-24-month sales cycles—do not evolve, innovation will stall because startups will run out of capital before they can close a deal. She mentions that Founders Arena has already seen significant success; out of 24 companies across five cohorts, they have seen four formidable exits and substantial capital raises. Key Takeaways for Founders The interview offers several strategic insights for founders, particularly those operating in B2B and highly regulated sectors: • Sales Execution is the Ultimate Differentiator: Cytron asserts that companies do not win or lose based solely on their product; they win or lose because they get "outsold". To avoid this, founders must become experts in their market and focus on outcomes over features. • Verticalization is Vital: Moving forward, Cytron believes accelerators and startups must go "deep and not broad". Success comes from focusing on specific verticals where you can gather a community of stakeholders who actually need and will buy the technology. • The "Anti-Free Trial" Philosophy: Cytron strongly discourages offering free proof-of-concepts (POCs) or trials. She argues that "if someone doesn't pay for something, they're not paying attention". Instead, founders should charge a "commitment fee" to ensure the buyer is truly invested in the outcome and the evaluation process. • Shrink the Sales Cycle or Perish: Founders must learn to compress the "time to yes or no". Cytron notes that a 24-month sales cycle is counterintuitive to the rapid pace of AI; founders need to push institutions for faster decisions based on specific outcomes. • De-Risking International Entry: For international firms looking to enter the U.S. market, Cytron suggests using a structured program to get a "lay of the land" before hiring sales teams. This helps determine if the product needs technological adjustments for the North American market. • Prioritize Back-Office Efficiency: While "front-end" AI features are attractive to buyers, Cytron warns that legacy back-office procedures are often the biggest bottleneck. True value is often found in solving the "unsexy" problems of legacy data and procedures. • Founder Resilience: Cytron acknowledges that founders take immense personal and financial risks that institutional buyers do not. She looks for founders with individual characteristics like behavioral balance and vision, believing that the founder is the fundamental foundation of the organization. • Leverage Modern AI Productivity Tools: Cytron recommends a tool called Gamma for creating visual presentations and documents, noting its ability to turn ordinary conversations into insightful illustrations. To Cytron, a founder without a firm sales strategy is like a captain with a fast ship but no map; you might have the technology to move quickly, but without understanding the institutional "ecosystem map" and closing the sales gap, you will likely run out of fuel before reaching your destination. Stay Updated: Please visit Brio360 on other episodes and resources on driving value creation https://brio360.com Follow our host: Peter Ho https://linkedin.com/in/peterhocm Please note that information provided in the podcast is for informational and educational purposes only and is not a recommendation to take any particular action, nor an offer or ...
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    38 mins
  • From Complexity to Clarity: Making Diagnostic Imaging as Easy as Booking an Uber
    Nov 12 2025
    This episode features an interview with Elan Adler, the founder and CEO of OneImaging, a nationwide diagnostic imaging network dedicated to making medical imaging faster, more affordable, and more transparent. Adler, leveraging his background in radiology operations and technology sales, explains that the company was founded to address the common problem faced by patients who lack fundamental information—such as the lowest cost, insurance coverage compatibility, appointment availability, and quality of service—when referred for an exam like an MRI or CT. The current system is complex, often resulting in patients having "no clue what the price is" until they receive a bill, and appointments are frequently booked without prior authorization approval, contributing to a high same-day cancellation rate of 25% in the market. OneImaging disrupts this by transforming the patient experience into a simple consumer interaction, likened to booking an Uber or Airbnb, complete with price transparency and choice. The company focuses on leveraging technology to automate processes, including reaching out to members via text during the prior authorization process to guide them directly to booking. For employers, OneImaging is an attractive solution because medical imaging is the second most used service in healthcare by volume (after prescription drugs) and represents 8% to 18% of a commercial health insurance plan's total spend. The company's financial model guarantees a one-to-one return on investment, ensuring that employers cannot lose money by implementing the solution, which can translate to tens of millions of dollars in savings (EBITDA) for large companies. By streamlining the process, OneImaging has significantly improved patient adherence, raising the T30 completion rate (exams completed within 30 days) from 45-50% up to 80%, thereby improving clinical outcomes. Looking ahead, OneImaging is deploying newly raised capital to focus heavily on product enhancements, such as creating a centralized repository for all patient images and establishing on-site imaging centers for large corporate clients. The CEO attributes the company's competitive durability to its "tech company first" approach and the network effects inherent in its two-sided marketplace. Key Takeaways OneImaging targets a crucial area of corporate overhead: Health insurance plan spending is the second largest line item of overhead for a company after salary and wages. Medical imaging services, which constitute 8% to 18% of a commercial health insurance plan's total spend, offer a high-leverage opportunity for reduction. CFOs should recognize this overlooked area, which can translate to tens of millions of dollars in direct savings (EBITDA) for larger companies. The business model eliminates financial risk for the employer: OneImaging generally does not make money unless they save the client money. For budget predictability, the solution can be purchased as a subscription with a guarantee of at least a one-to-one return on investment, making it "impossible" for a client to lose money. The target is to create a 2.7% to 3% reduction in the entire healthcare spend. A "tech company first" mindset, even in healthcare, is crucial for efficiency and competitive durability. OneImaging actively invests in product and engineering to automate processes that typically rely on faxes and manual effort. This automation is essential to eliminate pain points like the massive information loss during prior authorization and the 25% same-day cancellation rate prevalent in the market. The focus on product experience directly improves adherence and health outcomes, which minimizes costly downstream complications. By simplifying the process to be like booking an Uber or Airbnb, OneImaging has dramatically increased the T30 completion rate (exams completed within 30 days) from 45-50% up to 80%. Higher adherence ensures employees receive timely diagnoses and follow prescribed care pathways, reducing future high-cost events. Finally, long-term durability is achieved by integrating solutions that create network effects and a natural moat. By doing the "hard work up front" on technical integrations, the company makes the product more seamless and automated, increasing utilization and ensuring that new entrants would offer a product "so far below in quality from a price perspective" that it is not worth the effort. Chapter Summary (00:01:03) The interview begins by introducing Elan Adler, founder and CEO of OneImaging, a nationwide diagnostic imaging network aiming to make medical imaging faster, more affordable, and more transparent. Adler, drawing on his experience in radiology operations and technology sales, realized the need for the company when people close to him consistently sought answers regarding the lowest cost, insurance compatibility, appointment availability, and quality of imaging services. (00:02:53) The current process for arranging an imaging appointment is...
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    43 mins
  • Layering Capital from Sponsor Equity to Permanent Debt with Greg Saunders
    Oct 1 2025
    This interview features Greg Saunders, CFO of Coast Energy, discussing the complexities of scaling solar, storage, and microgrid projects for commercial real estate portfolios, a sector he notes is exciting but prone to risk, complexity, and surprises, likening the environment to "riding the roller coasters". Saunders, who has a background in specialty finance and clean energy financing, highlights that the CFO has a front-and-center role in product design due to the granular financial structuring required for these capital-intensive projects. Coast Energy's ability to optimize both the cost and flexibility of capital is supported by strong private equity sponsors. The company uses approximately five or six kinds of capital, matched specifically to the project stage, from conceptual planning through operation. This financing journey begins with sponsor equity for early-stage conceptual funding, design, and marketing. As projects advance, they utilize a development debt facility (a 1–2 year term typically covering 55%–70% of costs at an 8%–10% interest rate), followed by a construction line of credit (18–24 months) once the project is de-risked by permits and entitlements, covering 70%–80% of construction costs. Finally, as the asset becomes operational, permanent debt (7 to 10 years, or up to 25 years for applicable programs) and tax credit financing are secured. Permanent debt is sized conservatively (40%–60% of asset cost) based on the Debt Service Coverage Ratio (DSCR), typically 1.2 to 1.6, to ensure a cash flow cushion. Together, the permanent debt and tax credit financing cover roughly 90% of the project cost and are used to take out the construction loan. The federal Investment Tax Credit (ITC) and depreciation policies, leveraged by tax equity investors (often large banks seeking a strong after-tax return), are key to lowering the overall cost of capital. A central element of Coast Energy's success is its "zero capex model," which removes the $2 million to $5 million upfront cost barrier for commercial property owners. Customers benefit from lower, predictable energy costs through a Power Purchase Agreement (PPA)—often a 20-year contract—where they pay 10% to 25% less than utility rates . For Coast Energy, this creates long-term, high-credit-quality cash flow streams that are highly valued by investors . Property owners highly value this stability, which also improves their property's Net Operating Income (NOI), translating immediately into increased property value when multiplied by the capitalization rate. To manage the inherent variability of project development, which can range from six months to several years and be complicated by utility upgrades and tangled permitting processes, Saunders emphasizes the necessity of financial agility and portfolio diversification. Risk is mitigated by geographic diversity and diverse off-takers (e.g., utilities, multi-family, healthcare), which de-risks cash flows and increases the company's long-term value to potential acquirers. Key Takeaways for Other CFOs • Build Sophisticated Scenarios: Due to the variability of project development and construction timelines (often delayed by utilities or local permitting), financial planning and forecasting must include sophisticated scenarios to prepare for and react to the accumulation of things that could "go sideways". • Prioritize Capital Flexibility and Cost: When leveraging strong financial backing (e.g., private equity sponsors), actively optimize both the low cost of capital and its flexibility; these two goals are often "diametrically opposed," as the lowest cost capital may come with restrictions and covenants that limit product adjustments. • Match Capital to Project Stage: Employ a layered financing approach (up to 5 or 6 types of capital) where the duration and cost of capital are matched to specific project stages, from sponsor equity for early development, through short-term development and construction debt, to long-term permanent debt and tax equity once operational. • De-Risk Through Diversification: To make cash flows valuable to investors and build a resilient company, actively seek geographical diversity and diversity among off-takers (customers), such as utilities, commercial property owners, multi-family, and healthcare organizations. • Understand Counterparty Intent: In financial negotiations, prioritize understanding what truly "makes them tick," such as specific risk concerns (e.g., delinquency or repayment before maturity). Knowing their core priorities allows you to navigate a "win-win solution" that respects their needs while ensuring your sustainable product delivery. • Commit to Hard Work: Recognized as an "enduring constant," there is "no substitute for hard work," requiring CFOs in fast-growing companies to commit fully to the business, often involving long hours Chapter Summary (00:01:03) Greg Saunders, CFO of Coast Energy, discusses scaling solar and...
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    38 mins
  • Beyond the Emotion: Using AI and Tech to Achieve a Compliant Startup Wind-Down
    Sep 29 2025
    Dori Yona, CEO and co-founder of Simple Closure, introduced the platform designed to streamline the difficult, manual, and bureaucratic process of shutting down a startup. Yona's inspiration stemmed from his own experience running low on cash at a previous company, where he found that seeking guidance on dissolution was lonely, and no readily available platforms existed to help navigate the process. He emphasized that the vast majority of startups fail (90% to 93%) and that annually in the US, between 700,000 and one million companies shut down, a number nearly equal to those that incorporate. The interview established the critical need for proper dissolution, noting that failing to handle the process correctly (which involves about 95 moving parts) can lead to severe consequences, including piercing the corporate veil, resulting in personal liability for founders, lawsuits, or fines years later. Simple Closure addresses this by offering a solution that reduces the traditional wind-down time from an average of 9 to 12 months to typically 30 to 45 days. The platform uses technology, including AI agents and automations, to ingest data from cap table and HR systems (like Carta and Gusto), and systematically checks public state databases across all 50 states to ensure a compliant shutdown plan is created and executed. Simple Closure utilizes a partner-heavy go-to-market strategy, working closely with top Silicon Valley law and CPA firms (such as Cooley and Gunderson), as well as integrating with major ecosystem players like Stripe Atlas and Carta. Yona stressed that the decision to shut down is intensely emotional, describing it as "abandoning your child". His main lesson for founders is to avoid "kicking the can" down the road, as delaying the shutdown decision often results in wasting crucial time (6 to 12 months) and capital, sometimes forcing founders to pay out of pocket to achieve final closure. Simple Closure aims to provide peace of mind and help founders move quickly to their next venture. Key Takeways Entrepreneurs should incorporate several crucial lessons regarding company dissolution, viewing it not as a personal failure but as a common occurrence, given that 90% or more of companies shut down. Acknowledge that the decision to wind down is intensely emotional, often feeling like "abandoning your child". However, resisting the urge to "kick the can" down the road is vital, as delaying the shutdown decision wastes valuable time (usually 6 to 12 months) and often consumes the remaining capital, sometimes forcing founders to pay out of pocket for the proper wind-down process. Finally, always prioritize compliance: a proper shutdown involves managing approximately 95 moving parts, and failure to handle these details correctly can "pierce the corporate veil," resulting in personal liability, lawsuits, fines, or penalties months or years later. The primary goal should be to achieve a quick, compliant exit to gain peace of mind and focus on the next venture. Chapter Summary (00:01:03) Dori Yona, CEO and co-founder of Simple Closure, introduced the platform tackling the painful, manual, and bureaucratic process of shutting down a company. He highlighted a recent milestone: Simple Closure was named one of Fast Company's most innovative companies. (00:02:31) Yona's inspiration arose from his personal experience when a previous company ran low on cash and the board suggested a "Plan B". He found seeking guidance on dissolution was lonely, as no platforms existed, and even top-tier Silicon Valley law firms avoided the process. (00:05:13) Statistically, the problem is massive: 90% or more of companies fail. Between 700,000 and 1 million companies shut down annually in the US, a number nearly equal to the 800,000 companies that incorporate each year, demonstrating a continuous economic cycle. (00:09:37) A proper dissolution requires handling about 95 moving parts. Failure to handle these details correctly can "pierce the corporate veil," leading to personal liability, lawsuits, liens on personal property, or fines months or years later. (00:12:24) Simple Closure uses a highly partner-driven strategy, working with top law firms (e.g., Cooley, Gunderson) and integrating with major ecosystem players (Stripe Atlas, Carta). Technology, including AI agents, ingests data and checks public state databases across 50 states, reducing the process from the traditional 9-12 months to typically 30 to 45 days. (00:33:28) Yona emphasized that the decision to shut down is intensely emotional, akin to "abandoning your child". The key lesson is avoiding "kicking the can" down the road, as delaying the decision wastes 6 to 12 months of valuable time and capital, often forcing founders to pay out of pocket for compliant closure. Resources: The Hard Thing About Hard Things by Ben Horowitz https://www.amazon.com/Hard-Thing-About-Things-Building/dp/0062273205/ https://simpleclosure.com/ Stay Updated: Please visit Brio360 ...
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    39 mins
  • Beyond the Numbers: Darrell Cox on Revenue-Connected FP&A
    Sep 23 2025
    The interview features Darrell Cox, a veteran finance professional who has guided some of Canada's fastest growing tech companies, discussing his philosophy on finance leadership and the solutions offered by Una Software, where he currently serves. Darrell notes that a consistent theme throughout his career, working at big and small growth-oriented companies, has been the imperative to "push the limits". This drive is manifested in his focus on the data side, where he frequently built custom databases to collect crucial non-financial data, married it with financial data, and used the resulting insights to drive and measure performance. He finds this FP&A-focused work, pushing beyond traditional financing, to be the aspect of his career that has "really added a lot of value" and makes him feel most proud. This long-standing challenge of integrating operational and financial data led directly to his excitement about Una Software. Darrell explained that previous FP&A tools often required costly, custom IT solutions and external databases to connect detailed revenue data to financial results. Una, however, is specifically designed to solve this problem by providing a revenue-connected and operationally connected planning approach, enabling powerful forecasting and budgeting that allows users to "see around corners" by leveraging actual sales data rather than just invoice data from the financial system. Una targets mid-market companies, defined roughly as those with revenues from $50 million to $500 million, appealing specifically to those struggling to connect their financial and non-financial data without the excessive cost and complexity of high-end CPM solutions like Oracle or Cognos. Darrell contends that the ability of modern software to reduce implementation costs and time to value significantly lowers the risk and improves the ROI of moving away from fragmented tools like Excel, which is still used by 70% of customers despite its well-known flaws. As a CFO, Darrell's playbook for scaling a business involves building a robust foundation, often focusing on the FP&A function, to support scale. When entering a new role, he prioritizes areas for the highest impact, which often involves enhancing communication with the board, developing stronger KPI reporting, and building agile budget/forecast models that incorporate more data to ensure team alignment. He stressed that the budget and forecast process is primarily designed to "align the team" towards shared objectives. When analyzing data, he advises finance professionals to speak the language of the operational teams they support and provide ideas on levers they can influence, rather than simply pointing out cost overruns. In terms of data quality, he offers a pragmatic view: finance people should not insist on 100% accuracy in areas like sales and marketing data, as 80% accuracy can still yield highly valuable insights that drive action. This detailed data analysis is critical, especially when calculating SaaS KPIs like LTV to CAC; drilling down to customer cohort levels is necessary to avoid mismatching acquisition costs and revenue streams, potentially revealing unexpected profitability or illuminating highly productive channels. Darrell views the modern CFO as a "storyteller" who must "collect all your data, sift through it, organize it, [and] find the patterns". The communication of this story requires art, distilling complex metrics into a few important, positively framed points that resonate with the specific audience, whether internal teams, the board, or investors. The core of effective storytelling is aligning with the company's and the individual stakeholder's objectives, aiming to help them "get there faster" or even help them achieve their bonus. Looking forward, Darrell suggests the CFO is evolving into a "Chief Metrics Officer," who masters all metrics, drives performance, and balances the essential task of mitigating risk with focusing on performance maximization. His personal "secret sauce" for success is embracing "the struggle"—always pushing hard, maintaining creativity, and maximizing technology to attempt things others deem too difficult. He sees the current landscape, rife with technological innovation like AI and new CPM tools, paralleling historical periods of rapid development, reinforcing the importance of continuous learning and pushing limits. Chapter Summary (00:01:03) CFO Background and Data Focus: Darrell shares his career theme: leading growth companies by consistently "push[ing] the limits" on data. He integrates non-financial data with financial data into the FP&A function to drive performance, which he views as the most valuable aspect of his career. (00:03:07) Una: Solving Data Integration: Una Software solves Darrell's previous data integration challenges, enabling revenue-connected planning. Targeting the mid-market (defined as $50M–$500M revenue), Una offers modern solutions that significantly lower the cost...
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    40 mins
  • The Humanly Story: AI, Growth, and the CEO's Journey
    Aug 4 2025
    The podcast interview features Prem Kumar, founder and CEO of Humanly, an AI-powered recruiting platform. We delve into Prem's journey, the origins of Humanly, its business model, market positioning, recent funding, and the ethical integration of AI in recruitment. Prem's inspiration for Humanly stemmed from his personal experience as a job candidate in 2006, where he observed a lack of communication and inconsistent interview processes in high-applicant-volume roles. Later, working at Microsoft's HR Solution delivery team, he recognized that hiring teams lacked the technology to engage with candidates at scale, often only reviewing 5% of applicants. Humanly was founded about five years ago to address this problem, using AI and machine learning to engage, screen, and process high volumes of candidates, ensuring they get to the right talent faster. Humanly operates on a SaaS product model, targeting mid-sized to enterprise companies with high inbound applications that pay significantly for recruitment marketing but lack engagement tools for the volume they attract. The company focuses on entry to mid-level roles (0-7 years experience) across various industries where applicant volume is high, such as deskless workers or first/second jobs at accounting firms. Humanly aims to automate phone screens and engage 100% of candidates within hours, significantly reducing time to hire from 44 days to about 5 days, thus offering substantial ROI. Humanly recently closed a $7 million funding round, driven by a strong Q4 and the continued support of its lead investor, Drive. This funding is primarily aimed at scaling its go-to-market team and further developing its product. The team currently comprises 36 people, with product and engineering primarily in Seattle and a deliberate small engineering team in Vietnam, leveraging talent and cost efficiencies. Prem emphasizes that Humanly's approach to AI in recruiting is about augmenting human intelligence, not replacing it. He believes AI helps recruiters focus on strategic tasks by automating time-consuming ones, ensuring all candidates receive engagement rather than being ignored. The company is "problem-obsessed," using AI ethically and safely to meet user needs, measured by candidate experience ratings and customer retention. Prem also touched on his personal challenge of balancing work and life, managing this by prioritizing a small list of essential tasks weekly and daily Key Takeaways 1. Obsess over the Problem, Not the Solution: Prem Kumar's inspiration for Humanly stemmed from his personal frustration as a job candidate in 2006, facing a lack of communication and inconsistent interview processes for high-volume roles. He later observed similar systemic issues within Microsoft's HR teams. Prem emphasizes the importance of being "problem-obsessed" rather than solution-obsessed. By deeply understanding a significant, unaddressed pain point in the market—the inability to engage with candidates at scale—Humanly was able to develop an effective AI-powered solution. 2. Validate Your Market and Clearly Demonstrate ROI: Humanly targets mid-sized to enterprise companies with high inbound applications that struggle to engage with the volume of candidates they've attracted. Entrepreneurs should seek out "big enough" and "attainable" markets . Humanly provides a clear return on investment (ROI) by automating initial candidate engagement and screening, significantly reducing the time to hire from 44 days to approximately 5 days. This quantifiable value proposition is crucial for attracting and retaining customers. 3. Integrate Technology Strategically and Ethically: While Humanly relies heavily on AI, Prem stresses that their approach is about augmenting human intelligence, not replacing it. AI automates tasks that recruiters often don't have time for, like engaging with 100% of applicants, allowing human recruiters to focus on more strategic activities and human connection. He also highlights the critical need to deliver AI solutions in a "safe, ethical way" that builds user trust, especially given the public's skepticism towards AI. 4. Foster Strong Investor Relationships and Prioritize Predictability: Humanly's recent $7 million funding round was significantly supported by their lead investor, Drive. Prem advises maintaining a "really strong" relationship with investors, even through challenges, as their understanding of your journey fosters certainty. As the company scales, "predictability is extremely important" across all business aspects—revenue, product development, and support—moving from abstract ideas to solid, measurable plans. 5. Master Personal-Professional Balance and Intentional Prioritization: Prem emphasizes the importance of setting clear expectations with co-founders who share similar life situations, fostering empathy and mutual support. To manage his demanding schedule, he keeps his daily and weekly priority lists "really small," focusing on ...
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    37 mins
  • Scaling with Intent: UrbanSitter's Prescriptive Funding Strategy, M&A, and Evolution in the Care Market
    Jul 15 2025
    Lynn Perkins, founder and CEO of UrbanSitter, discussed her journey in building a trusted care platform. Her inspiration for UrbanSitter stemmed from a personal need for childcare and the idea to leverage social connections to replicate word-of-mouth trust online. Unlike many marketplaces, UrbanSitter operates on a subscription model for families and providers, which helps to maintain high-quality interactions and prevent disintermediation. Trust and safety are paramount in their high-trust business, ensured through annual background checks, identity verification, and by highlighting "repeat family" bookings as a key objective measure of a caregiver's reliability. Regarding capital allocation, Perkins emphasizes a "prescriptive, intentional" approach, ensuring each funding round has clear use cases and defined outcomes. She observed a significant shift in the investor climate, which now demands "real business metrics" such as product-market fit, low customer acquisition costs, and strong customer retention, indicating a departure from previous periods where funding was more readily available for unproven ideas. UrbanSitter's corporate business has seen substantial growth, now contributing approximately 40% of their revenue, fueled by increased employer interest in care benefits post-COVID-19, which also synergizes with their consumer services. The company has strategically utilized M&A for product expansion, such as with Sitter and Kinside. A critical success factor in M&A, according to Perkins, is ensuring a "strong cultural fit" for seamless team integration. She noted that M&A can be a compelling alternative to building in tougher fundraising environments. Currently, Perkins is focused on navigating corporate spending uncertainty and proactively exploring AI's potential to enhance product, content, and internal efficiencies. Key Takeaways 1. Solve Real Problems and Leverage Networks: Lynn Perkins' inspiration for UrbanSitter came from her personal need for trusted childcare, emphasizing the power of leveraging social connections to "replicate that either word of mouth trust" online. Founders can find strong purpose and market understanding by addressing problems they personally experience or observe within their networks. 2. Be Intentional with Capital Allocation: For finance executives and founders, Lynn stresses being "very prescriptive, very intentional" when raising and deploying capital. Each funding round should have clear, defined objectives, whether for market expansion, proving organic growth, or specific product development. It's also vital to "know when it's not working and pull back" to reallocate funds effectively. 3. Adapt to Evolving Investor Expectations: Lynn highlights a significant shift in the investor climate towards a "more rigorous set of criteria". Investors are now primarily seeking "real opportunities," founders who "can operate and achieve success," and "real business metrics" such as product-market fit, low customer acquisition costs, and strong customer retention. This means companies must demonstrate fundamental viability with "real data" . 4. Strategic M&A Requires Cultural Fit: Lynn's experience with Sitter and Kinside illustrates M&A's role in scaling and product expansion, particularly when weighing a "buy versus build" decision. A critical lesson is the paramount importance of a "strong cultural fit" to successfully integrate teams post-acquisition. M&A can be especially attractive in challenging fundraising environments. 5. Prioritize Trust and Data in High-Trust Models: In a high-trust sector like care, Lynn emphasizes that "trust and safety on both sides is paramount". UrbanSitter builds this through rigorous annual background checks, identity verification, and by actively leveraging performance data. Chapter Summary (00:01:05) Founding & Trust: Lynn Perkins launched UrbanSitter to address her own childcare needs, building a subscription-based platform. Trust is vital, achieved through background checks and emphasizing "repeat family" metrics as a key signal of reliability. (00:09:57) Capital Strategy: Lynn advocates "prescriptive, intentional" capital allocation, linking funds to clear goals like market expansion or achieving cash-flow positivity before COVID-19. (00:13:34) Investor Climate Shift: Investor expectations have shifted to "more rigorous criteria," demanding "real business metrics" and data like product-market fit and customer retention. (00:17:05) Corporate Business Growth: UrbanSitter's corporate business now comprises ~40% of revenue, growing post-COVID by offering essential care benefits that synergize with consumer services. (00:20:51) Strategic M&A: Acquisitions like Sitter and Kinside drive product expansion, prioritizing "strong cultural fit" for seamless integration and faster scaling, especially in tough climates. (00:27:57) Future Focus: AI & Team: Lynn focuses on team dynamics and navigating economic uncertainty. She sees AI as a ...
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    36 mins
  • Cracking the Glioblastoma Challenge: A CEO's Journey in Brain Cancer Treatment
    Jul 9 2025
    John Climaco, Chairman and CEO of CNS Pharmaceuticals, elaborates on his company's dedicated mission in the research and development of new cancer treatments for the brain and the central nervous system. Climaco, an experienced entrepreneur, was drawn to the immense challenge of glioblastoma, referring to it as an "uncrackable nut" and "the toughest of the tough". He explains that glioblastoma multiforme is the most common and deadly primary brain cancer, which is "essentially uniformly fatal" and often degrades a person before their body succumbs. The standard of care for this disease has remained largely stagnant for the past two decades, and it continues to be a "black box" in oncology with no known precursors or biomarkers. The primary obstacle in treating brain cancer is the blood-brain barrier, a highly protected sanctuary that makes it "very, very difficult to get therapies through". While glioblastoma tumors are vulnerable to conventional chemotherapies in laboratory settings, their location within the brain, shielded by this barrier, renders them largely untouchable inside the body. CNS Pharmaceuticals addresses this by focusing on molecules specifically designed to bypass this protective network. Their "back to the future" approach involves two unique compounds: Berubicin, a novel anthracycline, and TPI 287, a novel taxane. Both are distinguished by their ability to cross the blood-brain barrier, unlike other drugs in their respective classes. These drugs aim to provide much-needed options for patients experiencing their first disease recurrence, where current therapeutic choices are severely limited. In terms of development, CNS Pharmaceuticals is advancing a Phase 2 clinical program for TPI 287, with plans to begin dosing patients in the first quarter of the next year and anticipate data by early 2027. They are also closely monitoring the FDA's potential new pathway for "conditional approval," which could be particularly relevant for drugs like Berubicin. Berubicin recently completed a global study showing a 30% improvement in overall survival in patients, although it did not meet the primary endpoint for statistical significance required for traditional approval. This conditional pathway is specifically intended for rare diseases with few to no treatment options, a description that perfectly fits glioblastoma patients. Climaco highlights the company's lean operational philosophy, with a small team of only five remote members, ensuring that "all of the money gets poured into the programs" rather than extraneous infrastructure. This focus is paramount given the significant capital burn rate inherent in drug development. Their approach to risk mitigation emphasizes a highly collaborative and senior team that is encouraged to challenge assumptions and adapt course as needed, fostering a culture of humility and continuous improvement. The decision to fund the company through public markets, rather than venture capital, was deliberate. Climaco notes that public funding has allowed them to continue financing their challenging work, especially given the historical reluctance of venture capital to invest heavily in glioblastoma due to high failure rates. Key performance indicators monitored include patient recruitment during trials and maintaining sufficient cash reserves. Despite the constant headwinds and inherent risks of their business, Climaco expresses that he sleeps well at night, knowing that they are "doing our very best" and remain true to their mission. He draws inspiration from the patients who face long odds with deep acceptance, stating that if they can accept what's out of their control, then he can certainly "accept what's out of mine". Key Takeaways 1. Cultivate a Laser Focus and Embrace Immense Challenges: Climaco stresses the importance of having a "laser focus on our mission" and being drawn to "doing stuff that nobody's ever done before". He specifically chose to tackle glioblastoma because it was an "uncrackable nut" and "the toughest of the tough". For founders, this suggests identifying and passionately committing to a significant problem, ensuring that all efforts are aligned with a singular, clear objective, especially when facing long odds and high failure rates. 2. Operate Lean and Optimize Capital Allocation: CNS Pharmaceuticals runs a "really lean shop" with only five remote team members and no physical office, ensuring that "all of the money gets poured into the programs". Climaco advises against building to scale during periods of abundant capital, as this can lead to difficulties when markets tighten. This highlights the critical importance of disciplined capital management, minimizing unnecessary overhead, and directing resources primarily towards core value-driving activities, particularly in capital-intensive and long-lead-time industries like biotech. 3. Foster a Culture of Collaborative Humility and Continuous Adaptation: ...
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    38 mins