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SINA (SINA): Company Profile, Stock Price, News, Rankings

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More than three-quarters of organizations now use AI in at least one business function, according to McKinsey data, yet adoption often outpaces execution. The harder task is to move beyond tokenmaxxing—treating ever-higher AI token consumption as a proxy for productivity—and turn promising tools into durable productivity gains and measurable business value. This session examines what that takes: orchestrating multiple AI systems at scale, developing models that work in local languages and contexts, and building sovereign AI capabilities that give organisations greater control over their data, models, and deployment choices. Technology leaders explore how businesses can embed privacy, security, and trust from the outset—while building AI that employees and customers can actually use, and that delivers value beyond the demo.

Alvin Kwock, Co-founder & CEO , AIFT 
Becca Carroll, Chief Strategy Officer, IDEO 
Pak-Sun Ting, Co-founder and CEO, Votee AI 
Madhav Timalsina, Vice President & Group Director, Infosys 
Nicholas Gordon, Editor, Asia, Fortune 

Beyond Tokenmaxxing: Accelerating AI Adoption

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The assassination of a Fortune 500 CEO last year was a stark reminder of what enterprise risk managers have long understood: the threats facing organizations today are no longer siloed. Data systems face AI-driven attacks. Supply chains fracture along geopolitical lines. Executives become targets for violence. The COO often sits at the center, responsible for protecting people, operations, and continuity across a threat landscape that keeps expanding. Risk advisory firm leaders Jacob Silverman, CEO of Kroll, and Sid Kosaraju, president of Crisis24, bring decades of expertise in elite enterprise risk management and executive protection at a time when these challenges are more critical than ever. In this session, hear how they assess dangers, make critical recommendations, and build organizations resilient enough to survive whatever is thrown their way. 

Sid Kosaraju, President, Crisis24
Jacob Silverman, Chief Executive Officer, Kroll
Moderator: Ruth Umoh, C-Suite and Leadership Editor, Fortune; Co-Chair, Fortune COO Summit

How COOs Manage Risk When Threats Multiply

Good afternoon everyone. Welcome, welcome to my esteemed panelists. Let's kick things off with a quick show of hands. How many of you believe you're operating in a more volatile environment today than you were 5, 10 years ago? Please raise your hand. That's a sizable share. I'd say that's the majority of attendees in this room. Sid, Jake, are they in fact accurate? Is this a more volatile movement than we've seen in years past, or this is the risks are more visible, faster move? What are your thoughts? Uh, thank you for having us here. Uh, we, we definitely feel from our perspective that it's a, it's a more risky environment out there than it ever has been before. Uh, the global environment is different. The geopolitical situation is different. The business climate's different and I also feel we've been talking a lot about AI and the rise of AI, a lot of benefits that come with it, but there is a segment of the population that feels disenfranchised and disintermediated by it, and that's leading to frustration and to events that I don't think I would have foreseen. Um, 5-10 years ago where there's actually been violence that's come from it and all of these things are, I think, um, leading to a more complicated environment than we've ever been in before. Jake, what are your thoughts? I would completely agree. The term that I use, and I try not to use acronyms too often, is VUCA. I don't know if people are familiar with that term. Anyone know the term VUCA? You got two of them, VU, uh, the volatility, uncertainty, complexity, and ambiguity. You got it. Um, it's just a great way of framing the concept that none of us have a clue what's gonna happen tomorrow, next week, next year, um, and I use this term for our own professionals and for our clients to basically frame the idea that you have to be prepared to operate in what I call a VUCA world. And the world feels a lot more VUCA now because it is more in large part because of the themes that that Sid commented on, uh, the, the connectivity of the world. We are completely interconnected on a, on an hourly if not minutely news cycle, and the ability for threat actors to take advantage of that cadence combined with technology makes it a much more VUCA environment. So both of your points, I think one of the biggest. Challenges right now is that every threat feels so urgent cyber security, executive safety, AI misuse, geopolitical exposure, uh, supply chain fragility everything feels mission critical all at once. How are the sophisticated organizations you're working with distinguishing between what is simply noise and what is the true existential risk for the company? Part of the reality of operating in a VUCA environment is is to understand that there is a lot of noise, but you can't let your guard down. You have to figure out a way to sift through the noise and the only other acronym that I'll use is is TEV. A lot of people. Think of that as total enterprise value, so protecting your equity value. I think about it as training ecosystem vigilance and security is an ecosystem. It's an interconnected organism. You have your, your, your host organization and all of the third parties and stakeholders that are connected to it and the key in my opinion with regard to protecting and making the house as resilient as possible is training. Recognizing that interconnectivity that it is an ecosystem and remaining vigilant, so you have to be able to understand that there's noise and sift through it so let me turn to you, uh, as you already alluded to, we've seen a real escalation and threats targeted. Uh, senior executives, CEOs, we saw with Tim Altman recently, obviously United, um, Healthcare just a few years ago seeing it certainly on the political stage and multiple times. How are boards and executive teams thinking differently about executive protection today compared to even a few years ago? What's changed? Uh, it's a great question. I think they clearly are taking it more seriously. Um, I think one thing that we've seen taking place more is usually it's either under the, the, um, auspices of the chief risk officer or the chief operating officer, but they are, um, business resiliency teams or a team that has been put together and they look at enterprise. resilience as something they do every day and it's, it's always on intelligence in terms of feeding geopolitical and what previously used to be head of state grade security intelligence information that's continuously coming into the business resiliency team and they're sifting through that trying to find the signal from the noise um and actually feeding that information real time to the C-suite to the board members. I mean this is interesting they'll have devices where real time they're getting. Intel assessments that are coming from around the world from teams usually their partners because it's tough for any one corporation to staff this but former three letter agency CIA FBI type grade of intelligence analysts that are feeding this intelligence to them and to their executive protection teams so that they can handle as Jake was saying before, we don't know what's coming our way, but when you have this infrastructure through a business resiliency team you're better apt to not just. React but to know the structures in advance such that you're not losing time between uh understanding and responding. Please go ahead. I would just add that it's not the act of protection does not stop when people leave the office. Um, it extends into their personal lives, their family lives. One of the biggest points of vulnerability is not the executive, um, you know, him or herself, but their family members, their use of phones, their interaction with social media, particularly kids, um, and threat actors will exploit all of these vulnerabilities in someone's ecosystem, to use that term again. If I could just make a point, Jake is so right. I mean, they, the point of least resistance sometimes is the families, and, uh, I, I will just use myself as a personal example. Um, one of the areas that, uh, is, is looked at from a, a weakness or, um, a threat perspective is the cyber lens. And the first thing I had done when I joined the organization two years ago is I said run a cyber assessment, let me know kind of what my threat levels are, and I found that, I mean I was, I was happy. I seemed to be pretty well protected, but I have 3 children. My 12-year-old daughter doesn't even own a smart device, and the report showed that they, the threat actors, and this was friendlies, right, ethical hackers on our team that were able to pinpoint in 2-hour increments where my daughter was every day. Because they could get into the school website, they could get into the, the tennis, uh, club website and pinpoint and usually what happens is the, the threat actors are going to target the children. They're going to target the elderly parents and, um, you know, sorry to say here right in this state of Arizona we had the, the Guthrie incident. I mean these are things that are increasingly people are looking at is it's not just the principal, it's the family as Jake mentioned that you have to protect against and I think corporations are going to that point where they're protecting the C-suite, the, the, the executives and the families because they know where the threats are. Yeah, let me ask you this. If you're advising, let's say a smaller mid-sized company, they don't have a Fortune 100 security budget, what's the minimum viable level of preparedness every company should have? The MVP, oh, that's my last acronym, you know, for, for, for any business, uh, it was a very difficult question to answer, but it starts with understanding what type of culture are you as a business because you could be the, if you're a business who is Focused on protecting every element of your infrastructure with uh with physical infrastructure and cyber infrastructure um you know that that reflects the culture of your business you're closed off um if you're a company often entrepreneurial companies who are eager to be open. Um, you have to make some sacrifices in terms of freedom, so the MVP of, of any businesses' security profile really depends on what type of company you're prepared to be. There's a trade-off, a very important trade-off that every company has to assess between, uh, freedom and security. And finding where you fall on that balance is something initially that every company no matter how large or small, have to assess. I just had one quick add to that. I think that's absolutely right. I would also say, um, Jake and I were together with a group of board of directors earlier in the year. And it was interesting, um, we, we saw some public, um, publicly published data where in 2023, if you can believe this, the top 100, um, publicly listed companies by revenue size, their average spend on security for their, uh, C-suite. Was under $100,000 a year. That's the medium. In the last two years, you can imagine the orders of magnitude it's increased, but to Ruth, to your point, what we've seen, the easiest things to do, and it doesn't take millions of dollars, but it's enabling secure transportation. You'd be surprised, it's not very much more than an Uber, but when you have directors and you have executives that are taking Ubers or just transportation where you don't know who's driving you and what, what the protocol is if something happens. Uh, secure transportation number one I would say is a minimum. I would say also on the cyber side, I mean you'd be surprised C-suite and sometimes even board members using personal emails to transact company business back and forth, specifically board of directors, get them all on company email, and then I would say that the next thing is just that always on intelligence. It's not very expensive to get this intelligence service by partners, you know, where they will be feeding this to your company, so you're just smarter about what risks you're facing. There's, there's no shortage of now 24/7 social media monitoring, reputation monitoring, all of the above. What I, I would just add to what Sid said, and he's absolutely right, that the, the minimum sort of act of engaging in security as a company comes back to culture, to a certain extent budget is training, training. And vigilance around the idea that security is part of sort of the cultural mindset of of your business so you know the weakest link is always a person. Let's talk about the weakest link moving beyond the physical threats to digital threats. AI is obviously making deception cheaper, faster, certainly more convincing when you're. Employees, when your customers, even when your fellow PR executives can no longer assume that even an email is real, what has to change operationally inside companies? You're talking about training. What, what, what more? Let's get a little bit more granular. I can't tell you how many times Jake Silverman asks for billing information at Kroll. OK, it probably happens every day. Uh, and now with, with, uh, the ability to do real, you know, deep fakes with AI, uh, it's all that the more dangerous, uh, there, there's technology that can root it out, and there's a whole level of, of, of literally filtering out deep fakes and phishing that happens in your firewall, but the last line of defense is always a person, so I can't emphasize enough. You know how to recognize the tells of the rudimentary fishing, uh, exercise or a more complex one, and my people are texting me or teasing me or or WhatsApping me all the time. Hey Jake, I know this isn't you, but I wanted you to know. Training, yeah, I think that's a great point. I would add to the training. Um, what we have seen that's been effectively utilized is companies will always say if you see something suspicious, you know, put in a phone call, and the CEO will even, uh, the office of the CEO will take those phone calls, and it's almost like you change your password every month. There's a password, and when you're having that phone call, there's a password and you say password. Uh, jinx and then you know it's, it's authenticated and that conversation is real and it can verify if the email was secure or not, but these are things where you're just simple things but you, you use and it really can. Can really protect a lot. Yeah, uh, I wanna throw another question at you, Jake, before I do, just a quick heads up for the audience. We will be turned in to take questions from you. So please, please consider some questions. We have mic runners in the audience. I think that the interesting paradox here is that while AI certainly is increasing the risk environment, it may also give leaders better tools to also detect the crisis. So how are you hearing from COOs about how they should think about using AI to anticipate, um, operational threats well in advance? Any signals? Uh, it's definitely being used and, um, we're not, I'm not saying this to tout our own horn or anything like that, but we partner with Palantir, we work with their, um, their foundry technology, and we have an AI solution which with our, our clients they can leverage, but in essence, um, some of our team members who used to be with CIA who used to write the presidential daily brief for the president of the United States, they bring that to this AI platform and in essence what it does is every day it delivers to the CEO of the corporation. Um, the equivalent of a presidential Daily Brief and it pulls all the relevant items where that CEO's people are around the world, where his facilities or her facilities are, where their vendors are, where their supply chain weaknesses or strengths are and all that information goes in and every day the CEO is getting that report so they know, oh boy, Strait of Hormuz is closed today. I better start sourcing my goods. Supply chain out of Bangladesh or somewhere else, but that's the level of intelligence that corporations are now taking it to, and AI is fueling that which is pretty amazing. It's also, uh, really helping to drive workflows. We have at Kroll a workflow solution around security remediation and leaving an audit trail, uh, called Resolver, and our Resolver product is. Is AI enabled AI power to really ingest lots of the information that Sid is referring to to make the risk managers, uh, life that much more efficient and accurate in terms of really running a remediation with regard to a security breach. Accuracy is key. Uh, any questions from the audience, please raise your hand and someone with the mic will come over to you. Any questions? Anyone? Alright, let's keep going. Uh, even just a few years ago, I feel that many companies treated geopolitics kind of as background context. Uh, today it obviously directly affects operations, pricing, sourcing, shipping routes, case in point, uh, Strait of Hormuz, as you just noted, how can COOs practically stress test their organizations around these kinds of scenarios? What are you seeing that works? Well, I think first, and this will sound, I don't mean to sound patronizing to anyone, but everyone has to know what's going on in the world, and it used to be if you're in a business in a particular lane that what's happening in, uh, in an election in Hungary or in a geopolitical, uh, interaction in Southeast Asia might not matter to one's business if you're in Omaha. The truth is because of the interconnectivity you have to know what's happening in geopolitics and in politics that might be in far flung parts of the world because it will have a ripple effect and it will have a security implication there is no question about that because when there is uncertainty geopolitically threat actors emerge not just there but elsewhere around the world. Yeah, I would, I would echo that completely, and I would also say that um when, when we think about this, the world is so interconnected and these threats and these risks are interconnected. There's not, there's no silos anymore. And so when you have something that is a a physical threat, it usually is linked to a supply chain threat which is linked to uh a business threat and linked to a cyber threat, and they all come together at you at one time. I would say we found is that COOs, C-suite that are really on the front end of the curve on this, they're really linking three concepts. They're saying, OK, we need to have a strong business resiliency function within the company and not to say we have to do it all. They'll work with partners too. Um, but then beyond that they look to having a strong crisis response function and many times that's not internal so that is if there is a need recently in the Middle East for evacuations and we need to get people out. I mean we recently worked with a uh a large technology company, um, and helped them evacuate 2000 people out of the UAE. When the Iran crisis started, but I mean no one company can do that, so you need to have partners who can do this. So I would say business resiliency linked with a crisis response capability either internal or external, and that all ties at the other side of the spectrum with strategy, which is what we're talking about strategically what's happening geopolitically, how does that inform my business resiliency strategy and my plan. And then also having almost like a racy chart knowing when this happens this person's responsible and this is what's going to happen all laid out in advance because it's too late once the emergency happens to figure this out. It's also really critical in this VUCA world in this geopolitically uncertain world to understand the different forms and archetypes of threat actors. Um, it's not just, you know, often times in, in, in the corporate world you think that there's criminal actors who are seeking financial gain. Now there's ideologues and we've seen tragic consequences of, of that. There are political actors and then of course there are internal actors and some of the biggest threats, uh. Purposeful or inadvertent come from within the walls of all of our organizations and we have to be able to be unfortunately very focused on that as well. Jake, not only do you have an affinity for acronyms, you also have an affinity for metaphors. Use the term gray rhino, those visible but underappreciated threats. What do you think those are these days? Well, I just referred to one, you, you have to understand the threat actors that are in front of you sometimes they're inside your house. Um, and you know we talked about Black Swan being a once in a lifetime event. The gray rhino is staring you right in the face and can really run you over, and you're staring in that person's or in that theme's face every day. So sometimes it's the innocuous little things, the little tells, um, the, the, the slight vulnerabilities in your organization or the untrained person who can cause catastrophic impact. You seen any gray rhinos? Not too many to say. Well, listen here, if we're having this conversation 3 years from now, what do you think will have changed most dramatically about how companies think about operational resilience? I would say first and foremost it's not an afterthought it's gonna be front and center because in the in the environment we're in, I mean we all hope for the world to become like it was and more peaceful than what it is today, but the reality of the matter is every day it just seems like it's more uncertain than the last and I. I think um these elements we've been talking about will become more of a focus as opposed to, oh my gosh I, I'll get I'll be ready for it when it when it happens. I completely agree. In 3 years' time, VUCA will be a board level term that everybody will get t-shirts exactly Sid Jake, thank you so much for an insightful conversation. This was great. Thank you.

Experts from Northwell Health, Philips, and Mount Sinai discuss the potential of AI to reduce administrative burdens, improve patient care, and build trust among healthcare professionals and patients, while emphasizing the importance of human-centered technological innovation.
Speakers:
Dr. Jill Kalman, Chief Medical Officer, Northwell
Shez Partovi, Chief Innovation Officer and Chief Business Leader of Healthcare Informatics, Philips
Dr. David L. Reich, MD, Chief Clinical Officer, Mount Sinai Health System; President, The Mount Sinai Hospital, NYC

AI in Healthcare: Balancing Technology and Human Touch

Dr. Christina Harris, Vice President and Chief Health Equity Officer, Cedars-Sinai Medical Center Leslie Schrock, Author, Bumpin': The Modern Guide to Pregnancy; Fertility Rules; Investor; Advisor, Maven Clinic, Alife, Origin, Reverence Dr. Alice Zheng, Principal, RH Capital  Moderator: Deena Shakir, Lux Capital

Brainstorm Health 2024: The State of Postpartum Care

Dr. Christina Harris, Vice President and Chief Health Equity Officer, Cedars-Sinai Medical Center Leslie Schrock, Author, Bumpin': The Modern Guide to Pregnancy; Fertility Rules; Investor; Advisor, Maven Clinic, Alife, Origin, Reverence Dr. Alice Zheng, Principal, RH Capital  Moderator:Deena Shakir, Lux Capital

Dr. Christina Harris, Cedars-Sinai Medical Center, Leslie Schrock, Bumpin': The Modern Guide to Pregnancy; Fertility Rules; Maven Clinic, Alife, Origin, Reverence, Dr. Alice Zheng, RH Capital, Deena Shakir, Lux Capital

Dr. Christina Harris, Cedars-Sinai Medical Center, Leslie Schrock, Bumpin': The Modern Guide to Pregnancy; Fertility Rules; Maven Clinic, Alife, Origin, Reverence, Dr. Alice Zheng, RH Capital

Hello, everyone. So happy to be here again. You know, last year when we had a discussion on maternal health, it was a special moment for me because I announced my pregnancy on stage and here I am postpartum for the postpartum care panel. So thank you all for joining me today. It's such an important conversation and we have an incredible group of women here uh to address it. So I wanna start with my good friend Leslie, who is known for many things, including two best selling books, one on fertility called Fertility Rules, and one on Pregnancy called Bump In. But we're here today to talk about neither of those things we're here to talk about the thing that comes afterwards, which is postpartum. So talk to me about perhaps what might be your next book? What does Postpartum mean in the context of this conversation? Well, so I'm actually really fortunate I am updating Bump In currently. So it's coming out in its second edition in January and it was published five years ago and I'm really sorry to say that not that much has changed in five years. 80% of maternal mortality is avoidable. And that stat has stood for the five years that I have been writing about this topic. Thinking about this topic. It became very clear to me in revisiting this material that the big gap actually was for most people, what happens in the postpartum period? The unfortunate surprises we all encounter weird hair stuff, you know, sweating incontinence, all of that. But also, um I really, I know you've never talked about this publicly, but I actually revised my book um to reflect an experience that, that Dina had that she's never really spoken about. Um But do you wanna? Sure. Well, I guess the moderator is gonna spend a few minutes talking um, about an experience that happened to me. So I just had my third child. Um, and uh eight days postpartum um was back in the hospital with severe postpartum preeclampsia. Um and almost didn't make it. Um So as someone who, you know, lives and breathes health care, we're here today in the bastion of privilege with access to, you know, many Obgyns on speed dial when I was admitted to the hospital, I was told I was minutes away from having stroked out and having had absolutely no pre existing conditions that would have contributed to that. And if I wasn't someone who lived and breathed health care who recognized those signs, um I wouldn't have made it. Um And so for me, that was just another moment that makes us realize why, what we do is so important. And also, you know, just how many people who don't have those access and don't have those resources are at risk and how much of maternal mortality actually happens postpartum. Um So with that, I, I wanna turn it to you Christina to talk about a topic. Last year, we had a whole panel on the Black maternal health crisis. I don't think enough has improved. It's still a critical topic where black women in America are 3 to 4 times more likely to die in childbirth. And afterwards, uh tell us a bit about some of the work that, that you're doing in the health equity space to address these challenges, particularly in the context of postpartum. Thank you for sharing your story. I think about, you know, situations like this all the time as the only physician in my family and feeling these calls for my friends. And I think how lucky, you know, we are to have me and my family and to be able to answer these questions, but so many women don't. Um And for, you know, one statistic that I think is very important as we think about um the, the challenges that we're facing in the black equity space is the fact that 40% at least 40% of our births in this country are to win in with Medicaid. That's astonishing if you are a black woman, that's 65%. So in our, in my role at J Cedar Sinai. I think a lot about access to care. I think a lot about the innovative things that we'll hear about later and that we're producing to help close this gap. And I think is this gonna be available to the women that need it most? You know, when you really think about these inequities, unfortunately, we are in America, it follows socio economic lines. And if we're not thinking about how we meet the needs of those who don't have access and don't have the means and don't have the education, then we're really gonna miss the mark. Absolutely. Well, you alluded to some innovations in this space and uh we've got a fellow VC here on the panel, Alice who uh invests with a fund that focuses specifically on women's health. And I know, I think a third of those investments are in maternal health. So tell us a little bit, give us some bright spots, some, some things to look forward to. What are some of the innovations that you're seeing in the areas you're excited about investing in and particularly in the, in the postpartum space? Sure. Yeah, you know, we've made over 20 investments and indeed, one third of that is in maternal health and there's different solutions to different parts of the problem. So we have a couple of companies that are in devices um for delivery as well as prenatal monitoring in terms of postpartum care. Four of our companies are delivering some type of care um around that period. Um This includes virtual mental health care, like virtual therapy as well as um do support um attorney Navigators. And actually I'll call out one company in particular called Milly. And we're excited about this company because they have postpartum care that I've actually never seen anywhere else. Um So they actually have a midwife or a model and you get a visit in your home within a few days of discharge from the hospital, another visit two or three weeks later, and this is all before the six week visit, which is all you get in the US and most women, a lot of women actually miss that visit. Um And we know that this matters because over half of paternal deaths actually occur between seven days out up to a year. And another course are actually occur in that period if you add in delivery through the first seven days. So the post random period is really critical to the maternal health experience. And that's why the fund we look at that. Um quite closely. One last comment I'll make in terms of Medicaid is that's a huge part of our investment strategy as well. So all four care delivery companies actually accept Medicaid, one of them actually has an exclusive Medicaid strategy and there are some investors who might ask, how could you make that work, but you can make it work financially and you'd be missing half the market if you don't do that. So, um anyone who's following election knows that women's health has actually made it to the top of the agenda um for, for the US election in many ways and, and related to that, there have been efforts by the current administration to address not only the maternal mortality uh crisis that we have in this country, but also the gap in women's health research, Leslie. I know you've been involved in some of these efforts coming out of the White House. Could you share a little bit about the, the plans coming out of these discussions? Absolutely. I don't think that the core problems are unknown at this point. I don't think anyone uh can say with a straight face that we don't all know that paid leave is a necessary part of the solution and extending the hours, one can access care, which is so critical, especially in the populations. We're talking about, you know, if you can only do it 9 to 5 and you're a shift worker. How are you supposed to access prenatal care? Um So I was actually very fortunate to be part of the maternal mental health task force that HHS and Os and a lot of other various acronyms within government are putting together and we just put out a report to Congress um actually last week and many of the solutions are things that we know. Right. It's, it is paid leave it's better access to a more diverse set of, you know, providers. It's providers that look like the patients themselves. It's increased access to midwives, doulas, all of those. Um But I am actually really excited about the ARPA H as well, the real commitment to research in these areas because the sad truth of it is, you know, as, as we just heard from Dina, we don't even know what causes postpartum preeclampsia. We don't really know what causes prenatal preeclampsia, which by the way, I also had at 38 weeks, I had preeclampsia and help syndrome with my, with my second son. No one really understood why they're either. So I think that, you know, we know that as women go into pregnancy, they're unhealthier than ever. They have more chronic conditions, comorbidities, things that really cause these complications to, you know, be more likely, but we still don't actually know. So, um Arpa, I think it's like $65 million that's been earmarked for women's health research. Uh They tried to make the grant process easier for companies which as we know is a very big barrier for many of these start ups that have very limited resources. Um But to anyone who's building in this space, you know, as someone who's been working in it for a long time, I would really encourage you to take policy seriously. There is only so much that we in the private sector can do without working with government. And there is a real willingness among folks in government right now to work together with the private sector. And if you want to know who those people are, come find me afterwards. I'm happy to connect you. But I would encourage you to have someone on your team who actually is, you know, understands that world because that's the only way anything is really going to change. I just gonna say like, just thank you so much for sharing. It's really an incredible time to be in medicine and thinking about this space for so long. I mean, I'm a physician and in some ways medicine looks very similar than it did a very long time ago. Um But, you know, as I think about health equity, it's truly just patient centered care, like giving people what they need and everybody needs something a little different. Somebody might need a doula, maybe I don't need a doula and we're asking different questions and we're looking at our data differently to understand the differences that are inherent between us and make a difference in our outcomes. Um And then we're taking the opportunity to innovate on that. Um And so I agree, getting involved from a policy standpoint is amazing. Um And so so necessary and, you know, really thinking about how are we designing to solve these very intractable problems? And I'm thinking about health inequities that if it was a simple solution, we would have been done it, it takes everybody in this room to think about something differently and think about how we're designing for everybody um and allowing access um innovations through payer diversity, racial and ethnic diversity and how we're getting it out to the people. Jumping on the policy. I do feel like in this country, it's a tale of two cities. On one hand, you have the White House jumping all in. It's amazing. There's a Arpa Age grant, there's the executive order for women's health. Um Jill Biden is going around to lots of events, speaking about it. And that's incredible. We've never had an administration have this much interest in women's health. On the other hand, women's rights are being rolled back on a number of geographies and, you know, as investors, the way we think about it is no matter what side of the debate you're on. Um in terms of um women's others, reproductive rights, um It's gonna have a huge impact on maternal health. Uh We need to prevent more pregnancies, we need to treat pregnant women better because there will be more of them. Um No matter what going back to, you know, some of the data around maternal mortality, what would you identify as the primary driver in uh in a, in a country where we have so much technology, we have advancements. Certainly there are policy um regresses as well as progresses that have been made. Why is it that maternal mortality has only actually gotten worse. I think we have to think about how we as a country support our women or maybe how we don't support our women. How do we meet the mental health needs? Unfortunately, mental health and substance abuse is one of the largest drivers of mortality. I don't know if anyone has tried to find a therapist or psychiatrist lately. I have a commercial pp, it is not easy. Right. And so for those patients that I care for that have Medicaid, it's virtually impossible. Um And that's a problem because what we know what happens when mental health and substance abuse goes unchecked and then you throw in a newborn baby, I mean, it's literally a recipe for disaster. Um And so, I mean, that's, we have to do things differently. It's I've spoken to thousands of women in the last five years, thousands of pregnant women, postpartum women, women, I, I'm, you know, going through fertility journeys and what's very clear is we not only don't know the basics of our own bodies. We also don't know how to know if something is wrong. You know, you knew that you felt off, you knew you had a headache that wasn't going away and you had the wherewithal to reach out to people and to say, I don't know if this is right for so many women who end up, you know, dying pum because of preeclampsia or something else, they don't even know what to look for, they pass it off as, oh, I'm just tired because the baby's not sleeping and whatever I'm supposed to feel weird because, you know, I'm postpartum and that is simply unacceptable. I had to, one of the decisions I had to make as a writer, everybody wants a pregnancy book. What to expect when you're expecting his soul has been in like the top 100 on Amazon for a million years. And there's a good reason why every pregnant woman wants a book. So when I revisited this content, I had a decision to make. How scary do I wanna be in this book? And I have received notes from readers over the years who have told me actually, like you saying this thing about miscarriage has really like changed my life, you writing about your experience openly. And I have to say like Dina, when you went through what you did, I made a decision. I actually like lovingly referred. It's the Dina page. I had to make a decision and say, well, you know what, even if it's a little bit scary, if I can save a life by putting a page of postpartum warning signs into this book that has been sitting on someone's bedside table for nine months that they trust and they like that is something I'm willing to do even if it does feel a little scary. But women just simply aren't told they're discharged with like a piece of paper and that's all they ever get and then they pass it off because either they feel gas lit, they feel like, oh, it's just not sleeping. They think it's just completely fine and it's not fine. Like if you find your off in this situation, you should always call for help. But again, like I think the asynchronous support telemedicine more flexible formats. It's why innovation is so important. Like Millie, what Millie is doing, I think is so powerful that for this reason, and there's actually a gap between when morbidity, mortality is occurring and when care is delivered. So, you know, once you have the baby, you're home, there's really very little clinical care, whether asynchronous or live. And that's, that's a huge gap in a driver. I wanna we have a few minutes left and I want us to share some of hope here, things that, that we are excited about. Uh we touched on Medicaid. And I think one of the exciting things about Medicaid uh in innovation in general is that when you're looking at a value based care space and you're designing for outcomes, the data drives the innovation. And we've seen much more reimbursement of, of things like doulas, for example, in Medicaid, that was actually are harder to get reimbursements for in a fee for service model. Um would love for each of you to share maybe one or two things that give you hope that you're excited about when it comes to women's health and postpartum care. Um One thing I'm excited about is that in 47 states and more to come, um, there's expanded Medicaid coverage after delivery for 12 months. And that's, that's, I think it's, it's amazing. Absolutely. I will say in the last five years, one thing that has been a positive change is when I used to ask people if they were getting a doula, they would say, what is that? Nobody knew what a doula was. Um And actually there was a lot of misinformation even about midwifery, which I find is really changing. I think like a lot of people understand whether it's because people in Hollywood talk about their doulas or we're just having more conversation. But I think the role of doulas and the tremendously improved outcomes that happen when you have a doula or a midwife as part of your coordinating care team is now something people no longer debate. It is just an accepted fact. And I will say thinking about the mental health task force that just came out in the recommendations. The idea that someone is writing down that six months of paid, you know, maternal care or leave is incredible. The statistic is insane. 25% of working women go back to work within 10 days of having a baby. And then you want me to follow up with my primary care and the postpartum like that's impossible. Um And so, you know, the idea that we will be able to protect our birthing people to be able to spend time on themselves and on their babies. Hopefully, um is incredible and California has made some strides in that standpoint. I know we have a long way to go, but it's so necessary and I will say the fact that we're having this conversation on this stage right now gives me a lot of hope. So, thank you to all three of you and to all of you for your time and attention and I appreciate it. Thank you.

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