Revolutionizing Specialty Medication Access | Julia Regan, MBA, RxLightning

Transcript Disclaimer: This transcript is generated using speech-to-text technology and may contain errors or inaccuracies.

Mike Koelzer, Host: [00:00:00] Julia, for those that haven't come across you online, introduce yourself and tell our listeners what we're talking about today.

Julia Regan, MBA: My name's Julia Regan. I'm the founder and CEO of  RxLightning. RxLightning is an end-to-end SaaS platform that helps patients get on specialty medications in a quicker, more affordable way. And, we've taken all these paper processes and made them digital, and then we connect the doctor, the patient, and other stakeholders across the patient journey to provide transparency into what's happening.

So like we go and order a pizza, we know where it is, but when we need a medication that could be life or death and costs tens of hundreds of thousands of dollars, we are clueless. So our lightning's created a technology solution to help bring that visibility and transparency to the industry.

Mike Koelzer, Host: Julia, how would you define specialty drugs? We don't carry any brand name medicine because of the low reimbursement to pharmacies way below cost. A lot of times I try to be the devil's advocate on this show, but this is coming straight from me. I asked you the question, but I have to explain the question. I don't wanna set you up to take an arrow. It seems like their specialty because they're expensive and they don't want pharmacies or whoever else in the pie. And a lot of the insurances through vertical integration.

Kind of keep that part of the pie knowing that, that is my view, whether it's educated or not. And so back to my question, how would you define specialty if it's not just expensive?

Julia Regan, MBA: Yeah. I think that there's multiple different definitions for specialty. how I look at it is, yes, there's a component of high cost and we're not talking about a couple hundred dollars, we're talking about thousands, two hundreds of thousands of dollars. So cost is one. I think complexity is the other.

And the complexity could be around a couple things. It could be the administrative complexity of it. it could be the storage complexity of it. You could think of a medicine that only has a seven day, half life and then it has to be stored at a certain temperature and it has to go through a certain process for administration.

 Anything that, Requires a lot of education for patients to understand, what's going on with the therapy and how it's being used. When we label it. The specialty of light medicines is not what we're talking about. 

Mike Koelzer, Host: Specialty light. you said.

Julia Regan, MBA: So we're not talking about insulin, we're talking about the cancer medications or the transplant medications, or cystic fibrosis or, there's tons of disease states.

The biologics that are used for allergy, asthma, derm, gi, all of those things have a lot of complexity to it and sometimes because of the complexity, it might come from a pharmacy. because there's only a small portion of pharmacies that have access to the medication from the manufacturer, or it might even be a buy and bill drug and then we've got into a whole nother layer of complexity with white bagging and brown bagging and every other type of bagging that exists out there.

But, those medications that are dual eligible and could go on the pharmacy benefit or the medical benefit based upon where the administration is and how it's being used, could also add complexity. So those are the meds that we're talking about, when we look at the market, about 52% of our drugs spend makes up these, but it's only about 3% of the volume in the industry today.

Mike Koelzer, Host: Julia, that's exactly the one I'm talking about where you said only so many pharmacies get that medicine. Is that because. The pharmacies that don't get it are incompetent.

Why is that? Why can only so many pharmacies get it if it's just not a pricing issue?

Julia Regan, MBA: Yeah. I think it's more around the drug manufacturer deploying strategies, that makes sense for them fiscally for distribution. So if we're talking about a rare disease that only has a thousand patients nationally, does it really make sense to put a $40,000 drug at a hundred pharmacies?

No, it makes sense to put a

$40,000 drug at one pharmacy or two pharmacies, and have that be the centralized location to find access and distribution to those

thousand patients. I think that not all specialty drugs are limited distribution or limited access, depending on how you qualify for 'em.

Some people also mistake limited distribution or limited access for. A generics decision around pricing strategy. That's not what this is. It's a complex decision I'm going to make as a manufacturer, distribution decision. and also the service decision because these medicines [00:05:00] cost so much, there needs to be documentation at the payer, and at the pharmacy to ensure that all the criteria met for the payer to approve it and pay for the medicine is done upfront.

Because with a $300 drug, if you dispense it, and then the insurance is not gonna pay for it, a pharmacy could potentially eat that cost. And that happens. But when you're talking about a 20, 30, 40, 50. $80,000 drug. a pharmacy can't eat those costs, so they're gonna do everything to make sure that, one, they could dispense it.

Two, they're in the payers network. Three, the PA criteria, whatever utilization management criteria is satisfied. Four, they've got all the documentation. Five, because the patient's not physically coming in to pay for the medicine that they've got the payment information from.

And then a lot of times the drug manufacturers and pharmacies have special data sharing agreements together because it's such a small pop patient population. And because it's such a high cost med, they wanna make sure that certain data is collected for whatever purposes they need,in a more de-identified way.

So there's a lot of reasons for it.

Mike Koelzer, Host: Julia, I have an idea. You should start a company that kind of keeps track of all that.

Julia Regan, MBA: You're a

Mike Koelzer, Host: So that's what you guys are doing. You're taking all of that, all of those things you mentioned, and then also there's the stress in there of , someone's dying and all these big decisions, and you're kind of funneling that through your SaaS program and, making as sure as you can, making sure things are efficient, effective, on and on and on.

Julia Regan, MBA: correct, we're agnostic to therapy, so we support just under 1300 medicines. So that's how we label our specialty. and the patient journey typically goes through multiple steps. It's the benefits like, Are, is the insurance gonna pay for it? If so, where, how, how much does it cost? And then there's the PA component, and then there's that affordability, financial assistance aspect to it.

And then after that, because of the complexity of it that happens on a recurring basis, if the patient needs to stay on therapy, it could happen annually, it could happen semi-annually. And some of these meds happen, more frequently depending on, different complexities and criteria that exist. So arc lightning takes all of those different parts of the process, which are traditionally.

Paper or phone calls and we make it digital. so offices could go in our system, pick a medication that, or medications appropriate for me for treatment and work through that process digitally. And then we take the, what used to be faxed to a manufacturer or payer or, a pharmacy, and we connect pipes to transmit that digitally.

So we remove the entire, go, find the piece of paper, fill it out, missing information, and then on the back end, that's only the first part of it on the back end. It's closing that feedback because when a fax machine is used, you send it off and then to follow up, what do you have to do? You have to pick up the phone and call.

So when we're connected, then we get feedback back, which provides providers, information in real time. And then we went a step further because we said, okay, well for me, if I'm a patient, It's not just good enough to alleviate this for the office, because as a patient, if I need my cancer treatment, I'm gonna keep calling the office.

So how do we create an experience that the patient also has the same information in an appropriate way, because not all patients are, as educated consumers of healthcare as appropriate. So, how do we get the patient plugged into the equation, and then how do we plug other support individuals across that journey into it as well?

Because drug manufacturers have support teams that work with the patients and the providers to help navigate this as well as the pharmacies. So we have a digital experience for all of those individuals that could really see what's going on to help them mitigate any potential barriers that occur.

all while having full like c r m customer relationship, like, tracking functionality that they could document what's happening.

Mike Koelzer, Host: Your marketing says we hate faxes medicine seems so far behind other industries, 

Why is that? I'm thinking it's all for negative reasons. Do they have reasons for this? It just seems archaic.

Julia Regan, MBA: Well before there wasn't a solution, right? So

if you have a piece of paper that you had to fill out and you printed it and filled it out, and there's a fax number, you've gotta go fax it. If there's not another option, you don't have another option. So far. 

For our explanation, it's now giving people an option and like we still have organizations that we're trying to convince, like get off [00:10:00] the fax machine.

The fax machine actually introduces more potential for HIPAA compliance issues, especially post covid when you have staff members working from home because they're no longer in the office and they're receiving fax communications from a pharmacy about a patient and they're in their house. Like there's an opportunity for HIPAA to be exposed, whereas a technology platform where there's logins and everything's secure, you remove those burdens completely.

Mike Koelzer, Host: So Julia, you named all of these players and I think I saw on your website that the doctor's offices don't pay you anything. What's your revenue stream? 

Julia Regan, MBA: Yeah, so our main revenue stream is the drug manufacturers. So while we support 1300 medications and we remove the paper out of the equation for the doctors, we don't have the feedback loop. That closes when we're working with manufacturers. So by working with the manufacturer, we look at the patient journey and each patient journey is the same, but every drug has different barriers across that patient journey that could impact access and affordability.

So we work with the drug manufacturers and really say, what are the pain points across this journey for your patients and your providers? And then we take our technology and ensure that when those pain points occur, we're connecting all of the individuals because there's people that traditionally navigate these manually.

So we're connecting them with the technology either passively or actively to try to inform them to do the next best thing. So if you think about a patient, if there's a. Not an issue to treat. Well, I, as the manufacturer of the pharmacy rep would want to be informed, but I don't necessarily need to take action on that.

But if I know that there's a barrier that is going to, prevent the patient from getting their treatment next month, 

That is when I wanna take action. So, we work with the drug manufacturers and the pharmacies. They license our technology and we, with the appropriate consents and information across the journey, we're able to connect them in a digital way with both the patient and the providers to navigate and alleviate these barriers that exist while creating a better experience.

Mike Koelzer, Host: So they're buying this software like you said, you're agnostic to these medicines. They're not paying you for the certain medicines. They're just paying you to use your software.

Julia Regan, MBA: Yeah, so , we support the 1300 medicines and they're not all sponsored obviously, but, we still create for the doctors and the offices an experience that is much better than paper because when paper's used, they're keeping track of the outcomes of paper on Excel or post-It or something even scarier than Post-its, which we've all seen.

So we've created a tool that is extremely efficient and helps for the office, but then we work with the drug manufacturers and the pharmacies to really create a unique experience to make it even easier and provide more information than they would have by just removing paper out of the equation.

Mike Koelzer, Host: So the, so there's some manufacturers that don't officially get your software, but you still represent the drug because you want to have a full library of the medicines that 

Julia Regan, MBA: Yeah, correct. Yeah. So the office is very helpful for the offices because they don't have to go look up the forms or find the forms or find the next step of the process. and then it's always interesting manufacturers when we talk to them, they're like, well, if it's already there, why do we have to work with you?

And it's like, well, just because it's there doesn't mean it's actually set up appropriately to be very effective for you. And you're missing out on the ability to create an interconnected ecosystem to really take your services that are traditionally people based from call centers into the 21st century, to engage with both your providers and your patients in the way that you couldn't engage with them before.

Mike Koelzer, Host: When you say manufacturers already have this, they might already have a manual or a on computer database or call centers, you're saying that's all fine, but your thing will actually integrate all those together on the program.

Julia Regan, MBA: Yeah, so the drug manufacturers typically have their hub services, 

which is a big call center that's receiving faxes and then making phone calls out and sending faxes out. Just very inefficient, very costly. They also have their field reimbursement teams or nurse navigators that are calling doctors, working with the doctors, working with the patients.

And traditionally they're working, off of the data that's [00:15:00] coming from the specialty pharmacy or the hub, 

but those. Are dependent on data feeds. So it's usually stagnant. it's not real time, and they're putting these, great people and programs into the market to be used. But because everything's delayed, because paper and faxes are used and there's a ton of missing information, it just is not as effective.

So it creates delays to getting a patient on therapy with our platform. We help alleviate that with the appropriate patient consents, et cetera, to provide transparency right from the beginning. And then, intervention. So we make their services that exist today and they're people that exist today just more effective and efficient with technology, to be able to touch more patients than they would've without us.

Mike Koelzer, Host: Is there ever anybody in that group of, let's say the four or five stakeholders in this that do it, is there ever one that is behind the times that will be out of that loop if they don't jump on the program. Are there hospitals or manufacturers that if they don't come along with the current age of a program like yours that they can't play ball anymore? Or They still do it, but it roughs the system up because you still have the faxes and things like that.

Julia Regan, MBA: Yeah, I think on the provider side, yeah, there's doctors that won't adopt technology. There's doctors that haven't adopted the EHRs that have been around for the last 20 years, because they've resisted it. So

I think that you'll have those. I don't think it necessarily impacts us if the, if providers traditionally won't get into new modern age technology, they're probably not getting into new modern age 

medicines either. 

Mike Koelzer, Host: That makes sense. 

Julia Regan, MBA: that's one aspect on the manufacturer side, the George Manufacturers are, Looking to improve their patient services. They're looking to create better processes and efficiencies and be able to support their patients in new ways. And I think that the status quo of paper, phone calls, faxing, and these large call centers that are just really costly is something that the entire industry is pushing to make more efficient.

and our lightning does that. We place Switzerlands in the place, so we do not try to replace them or remove them out of the experience we just connect in, which makes them more efficient, which makes the manufacturer happy, and it's kind of a win-win for everybody involved.

Mike Koelzer, Host: Call centers and things like that. Are they hubs for many different manufacturers? Is there a service or does each manufacturer if they have one, it's their own?

Julia Regan, MBA: so it's kind of twofold. A hub could be internal, which is more the trend of pharma, where they're bringing them internally, which in those scenarios it is, a perfect partnership because we could do the technology and feed in and just make them extremely more efficient. And the reason why they're insourcing is for those efficiencies, because of 

the cost,

for the external hubs.

 Some of these medicines truly do need people making phone calls to the payers, so we just make them more efficient. And in those situations, we get them data upfront on intake to replace multiple steps across the process.

That just takes time. That actually then just allows them to do what they were hired to do, more effectively, which in turn provides better services for their client, which is their manufacturer, and therefore gives them better outcomes for the patients. So I think that if you really took the layer beyond the obvious out and stepped back and said, okay, they can help us, I mentioned earlier, we place Switzerland in the process because these call centers could exist at the specialty pharmacy. They could exist at a hub, they could exist in a health system. Arcs lightning is plugging into all of that, trying to make efficiencies and really saying, look, we want to use technology.

We don't wanna be the people part of the process. We wanna use technology to create efficiencies and to give information that traditionally lives in a documentation center to the people that actually could engage with it and do something with it that would prevent a patient from getting on therapy or staying on therapy depending on where they are in their life cycle of treatment.

When we create a program and it works for a medication as we add providers on it, there's the economies of scale.. One of the reasons why an organization like ARCS Lightning could happen is because other companies stopped innovating and didn't take their platforms to the next level to do this.

Like, arcs Lightning should not be involved. There's a lot of players [00:20:00] that could have done and approached the market like we've done. So for me, as the leader of arcs Lightning, what I'm trying to always do is push us forward. There's always gonna be a new medicine that comes out that might have a unique piece of the problem that we could continue to innovate on, and then we could take that to a medicine that could benefit that's already on our platform.

So, I think for us, when we're looking at an ecosystem and really being that connective tissue between the doctor, the patient, the payer, the pharmacy, the drug manufacturer, really gives our lightning a very unique opportunity in the future to take that network and to take that inter, ecosystem in our interconnectivity and engagement and really change how healthcare is done.

So I don't see us ever, not innovating 

Mike Koelzer, Host: There's a lot of companies that, uh, oh hell, who am I kidding? I'm one myself in my pharmacy. I've just got a limited number of years left and I'm not innovating and thinking like I would've maybe 15, 20 years ago, And my business is gonna suffer from it, but I'll be dead by the time it suffers that much.

But a lot of companies have died. They just haven't innovated.

Julie, are you happy with your growth 

Julia Regan, MBA: Look, innovation and disruption takes, takes time. Lightning's a very young company, we incorporated right before the pandemic, so we're just three years old. Our product hasn't even been on the market for three years. It's been in just about a little over two years. And, we have some of the largest healthcare systems in the nation using us.

We have some of the largest drug manufacturers partnered with us. And what we're really seeing is that things that used to take weeks just to fill out a piece of paper are now taking less than an hour. And we're then seeing as a result of that, patients getting on therapy much, much quicker. So PA patients are actually able to start their treatment before the piece of paper would've been completed to just submit wherever it needed to be submitted on.

And as a result, we, We keep our platform very simple. 

It's very repeatable, it's very user friendly. And because of that, their offices have seen what the capabilities are and the transformation that it happens. And we're growing at rates that sometimes it's really hard to keep up with as a two year old company.

So we have some of the other problems of how do we continue to do what we need to do to change the industry while hiring the best people that could move at fast rates because the demand is there for us to continue to deliver. So it's a very challenging and rewarding, growth phase that we're in.

Mike Koelzer, Host: What was your proof of concept in, getting this? How did you know, or did you know this was gonna go before you invested , into the software?

Julia Regan, MBA: Yeah. Well, luckily I think my career and my personal experience has put me into the position to know I knew that answer before I served the company. I'm not a risky person naturally, so I don't think I would've ever started a company just to start a company on a whim. We talked about the patient's journey in multiple parts of that process.

So for the last 15 years, I've really innovated in that industry first around the pricing and the coverage and the pa I helped bring to the industry and simultaneously to that, I had a personal experience that occurred where I, as an educated consumer of healthcare had challenges to navigate.

And if I had challenges to navigate, what would,consumer of healthcare that didn't intimately know those processes, how would they be able to navigate them and be impacted? So when I started RX Lightning, I had all the career experience and the innovation experience to know that specialty was gonna be a huge market in the next couple years and how to solve it.

And then I had the personal experience that said this is how we're gonna solve it differently because everybody else is isolated thinking about one drug or one part of the process. And we're gonna build this entire ecosystem and connect people together. And it is a big feat. And people I think probably thought I was crazy initially, like, you're gonna do too much, you're not gonna be able to do that.

But luckily I had an amazing co-founder, Who he and I worked together at previous organizations and he's a brilliant technologist and he was able to build my crazy vision. And then, 

We layered the team on and, who most of our early team members were with us at other organizations. So, we had a great foundation from the beginning and fortunately for us,it did take off.

And now we have really [00:25:00] elevated our game, bringing our last round of capital into the organization. And, the thought leadership that we brought in with that capital raise is really, taking us to, kind of new heights, and new opportunities. Not saying that it won't be challenging cuz this next phase of growth is just as challenging as the first, but it will be fun and we'll have the people around the table to help us navigate it.

Mike Koelzer, Host: You talk about the different companies, and I saw on LinkedIn the history of your employment and so on. Was physical, geographical location important to any of that? I know, back in the eighties you'd hear about Silicon Valley. You wanted to be there to rub elbows with everybody.

Then you talked about some people you brought on and so on. Has the internet diminished that geographic need? Are you picking these talents up from all over? Or was there any kind of geography involved where you were all in a certain city or things like that?

Julia Regan, MBA: Well, remember we were born in January of 2020, so we basically said, Hey, I got this crazy idea. I'm gonna leave my full-time job and start this company and I'm gonna bring my co-founder and start this company. And then the world shut down and nobody left their houses for God knows how long. I try not to go back and remember how long, but, so we built the initial company completely remote.

It was, uh, a hundred percent remote. We actually just moved into headquarters in southern Indiana, outside of Louisville, Kentucky, in New Albany, I think April 15th ish. And we haven't even officially opened our office publicly. That's happening later this month. So now we are intentionally hiring.

locally there are some roles we are asking to relocate. Other roles we're saying do not need to relocate, and we will find the best people depending on what they are. So I think for me, for years I've always operated remotely.

Even before our flight name started, I was a remote employee for most of my career.

So you could accomplish great things in a remote environment. There's also something being said about being in a location and being able to, at this pace and the speed work together and whiteboard and come together. so we're culturally saying we want a combination of it, and we'll seed the growth.

We've recently worked with Indiana economic development to get incentives to recruit locally and in a couple, states that surround us. So we're being more intentional about that. But in order for a lightning to really disrupt the industry and change this for patients and providers and help make sure that everyone has access to their medicines quickly and affordably,

we need to move at a pace that we may not be able to be confounded by the local region.

 Mike Koelzer, Host: Where do you interact with other people like yourself, other entrepreneurs, other leaders? is this only at conferences? Once in a while you hear like two companies, like you have merged or something like that.

Where would you even see these people now or get acquainted with them?

Julia Regan, MBA: So I think in healthcare, just general company, bd m and a type of stuff is, through network conferences, through our investors,

um,through just watching the market. I think on the other hand of that, from an entrepreneur perspective, and there's multiple networks, so, I've been fortunate to be selected into the Endeavor Network, which is an international network.

, they're not just in healthcare, they really are, trying to bring that Silicon Valley experience to markets that aren't Silicon Valley. so there's a local, Tri-state area one, but it's international. And through that, I've actually met a ton of high growth founders that are in my industry and outside my industry that help me from an entrepreneur perspective.

But I've also been very fortunate that some of them, their businesses and my business have synergies. 

Mike Koelzer, Host: Julia, what was your thought the first time you came across chat, G p t? What bells went off in your head 

in, with regards to your company? 

Julia Regan, MBA: Do you want my honest answer?

didn't know what it was first. I was like, does that really exist?

Mike Koelzer, Host: who would know what it was? Everything's new at some point.

Julia Regan, MBA: so that was my first reaction afterwards. I think it's great. Like the fact that it could aggregate data and put , positioning together is phenomenal. So it, my COO and I talk about it all the time, like, Being able to put social media in and get a couple options and [00:30:00] look at what that is like versus what a human created social media post is, like, it's, it just makes us more efficient.

So I'm interested to see how chat G P t, grows and impacts more industries and then what other companies will move into that as a secondary. Chat, G B T has a lot , in front of them to stay as the leader in 

that space. So,

Mike Koelzer, Host: Julia, what is the worst hour of your week where you wake up and you're like, ah, crap, I gotta do this this morning.

What is that hour if you have one?

Julia Regan, MBA: Oh, it's probably around three in the morning. I usually wake up around three in the morning most days, and just something's on my mind, and it's like I either get up and go deal with it, or I fall back to sleep in 10 minutes. I usually thank God the days I fall back to sleep.

, I think as a founder there's just always something to be done. I never have a clean inbox. I never have no to-dos. Usually they're large to-dos. I usually am not interacting or engaging with things that are going well in the organization either. I'm working on the growth and the vision, or the stuff that really needs my attention, and that's always fun.

and because of it, usually, something will be on my mind when I go to bed and it'll wake me up. Oh, I try to go back to sleep though.

Mike Koelzer, Host: I think you are in a good position or you were in a good position from the start because you knew you were in a company that you brought on and it was pretty sure that you thought it might grow fast. versus somebody who maybe fell into a business through nepotism or maybe raised up the ranks and didn't quite know the pressure of that.

But a founder, you're jumping in right away into that. So you better have the skills from day one or it's gonna go belly up right away.

Julia Regan, MBA: Industry statistics don't lie. How many organizations get to their series A, arcs Lightning is in a class that not many companies get to. Every stage is challenging. But those early stages of raising initial capital, putting the business together, finding your first clients, those are sometimes.

The ones that, or the moments that could break people. because usually you're isolated and alone or with a co-founder doing that, you're not normally having a network and a support system. Fortunately for us, as we've grown, we've got amazing investors and mentors and advisors around us that when I need something, I just go talk to them and have a pretty transparent conversation.

And they're usually, they've done it before. So I take the guidance that I really like and I implement it. And if I didn't like it, I just kind of moved on.

Mike Koelzer, Host: Julia, would you have done investors in all that stuff if you didn't need to? Is there any value in that because you're bringing in minds and there's other people that are dedicated to the business and things like that, or would you just rather have, in a fairytale world, just have funded it all?

Is there a benefit to having investors or just a pain in the ass?

Julia Regan, MBA: I think investors are wonderful. I also am really spoiled with my investors because

they. 

 Have been there for anything that I've needed. a hundred percent ownership of an organization that grows really small versus less ownership that's growing to be a substantially larger number and having an impact, are very different journeys.

And I think it's up to the founder and the type of business it is. I don't think every business should be a venture capital invested business and go out and do high growth, raise the capital because they're never gonna step into the potential of that. For me, our investors are some of the top investors internationally in healthcare.

So being able to not just have the capital to support our growth, but to be able to pick up the phone and talk to them about. Anything strategic that I need help or guidance on or test a thought that I have and is my gut instinct, right? Or even just tapping into their networks from a staffing and talent perspective is worth bringing additional capital on and worth, having the dilution.

But I think it's very personal to founders.

Mike Koelzer, Host: Was there any doubt when you started this with the other founder, was there any doubt that this would be the road you'd take? you knew it was gonna be investment rounds and all that kind of stuff, not.

Julia Regan, MBA: no, we knew where we were raising capital. We [00:35:00] self-funded for about nine months, but as soon as we needed to hire individuals, he and I were successful in our careers, but we didn't have any. capital to just invest millions of dollars into the company. So, we needed to raise capital.

So we went out for our first round, I guess 10 months after we incorporated. And then we've been very fortunate from there. We did our feed round, basically 14 months after our incorporation, and we just closed our Series A, last week.

Mike Koelzer, Host: Congratulations. 

Way to go. 

Julia Regan, MBA: very excited.

Mike Koelzer, Host: Julia, it's somebody who shoves you up on stage at a commencement of a college and they're like, Julia, you gotta say like 30 seconds to these new graduates. What's your message to them?

Julia Regan, MBA: That is a good question. I think that the biggest thing is you've gotta, you've gotta kind of push boundaries, be yourself and push boundaries. We work a lot. Every day we work so much. We spend more time working than we do with our families and. You gotta find something you love because then work isn't work.

I love what I'm doing. I love leading this company. I love the mission and the vision and the team, and that's behind me and it's not work. We are doing something which I hope one day will be, we're more remarkable and impactful for the healthcare industry. So I would tell people to find that, find whatever that is and grab a hold of it and, do whatever you need to do to make it successful, while also keeping in the forefront what life is really about, which is, your friends and your family, and.

You know, the other thing is, I have two kids. I have an 11 year old daughter and a five-year-old son. And for me, like, yes, I want our explaining to make impact, but I also wanna demonstrate to the kids that if they put their mind to doing something, whatever it is, if it's in healthcare or if it's in fashion or art or anything that they want, they could do it if they enjoy it and believe in it and put the work into it.

So that would be my commencement speech, something like that.

Mike Koelzer, Host: Well, Julia. Boy, what I like about your message is we, pharmacists, we love to bitch about stuff. We just love to bitch about stuff.

However, if we. Can look the other direction. There's a million needs that have to be done in this industry. Everything from better care to the stuff that you're doing, bringing people together, whatever problem you're solving. And so there's just so much out there, so many opportunities for entrepreneurs and so thanks for giving us that example.

Julia Regan, MBA: Well, thank you for giving me the opportunity to come hang out with you today and, tell your listeners, I think that there are so many. Smart people out there that have worked and have great career experience and there's so many things that we could do to change the industry and if they have an idea, they should go after it and go do it.

Mike Koelzer, Host: Good advice. All right, Julia. Thanks. We'll be in touch.

Julia Regan, MBA: Okay, talk soon.