
A physics graduate became a healthcare investor, an IPO-era CFO, and finally a founder. His bet is elegantly financial: pay independent doctors for value, give employees a real choice, and let better primary care earn its place on the spreadsheet.

An emergency doctor learned that the waiting room was often the last stop in a much longer systems failure. His response was an unusual business lesson: when patients would not buy a new care model one by one, sell the architecture to the employer.