In the age of GLP-1s, balancing costs with providing access to weight care has become a challenge for benefits leaders. If coverage is made available, it could cost employers $10K per employee annually–a cost that skyrockets to $35K per family annually if coverage exists for employees and their dependents.
Igniting a culture of employee wellness that prioritizes preventative care, not reactive spending, shouldn't be a balancing act. The long-term side effects of not treating obesity and its chronic conditions are far greater than the challenges resulting from GLP-1s. With the right tools, organizations can create a benefits design that improves lives while controlling costs.
In this session, Adele Feng, Director of Clinical Operations at Found, and Corey Gilchrist, VP of Total Rewards at Shamrock Foods Company will dive into:
- Cost containment measures and how to establish a strategy that controls spending in the long-term
- Real-world data from a case study built in partnership with Shamrock Foods Company that provides evidence on the impact of virtual weight care on obesity
- The role of compounded GLP-1s, clinical oversight, and metabolic health as forces shaping the weight care landscape
- Recommendations on how to build a benefits design that meets your strategic priorities.
Transcription:
Adele Feng (00:10)
Hi everyone. Thank you so much for taking the time and spending the next 30 minutes with myself and Corey here. We're excited to go over Improving Lives, Controlling Costs. How to Optimize Your Weight Care Spending. So just a little bit about myself. My name's Adele. I'm a Pharmacist by training and I currently run clinical operations and clinical quality at Found Health. And I have the pleasure of sharing the stage with Corey Gilchrist, VP of Total Rewards at Shamrock and one of our amazing vendors we work with. So today, our goal is to cover the space of weight care today, talk about some of the challenges you're probably seeing as you evaluate weight care benefits. Corey is going to have a lot to share there, and he'll share more about the specific problems he was facing as he was evaluating care solutions and vendors. I'll talk a little bit about the science behind Found's specific approach, and really driving home this idea that everyone's weight care journey is unique. Hopefully, helping you understand that finding a vendor that is both standardized in care quality but flexible in design is an important attribute. And then looking at weight care solutions and then cost containment strategies for your company.
(01:25)
Alright, so a little bit about Found, the company that I work for. We are a personalized metabolic care telehealth platform. So we combine both a personalized medication approach with personalized lifestyle and behavior change, all to help patients live healthier lives and lose weight along the way. We have some impressive numbers we've actually been in operations since 2019, and have had 1 million what we call consults, or care interactions between patients and providers. We had a peer-reviewed study that we published about a year ago where we took a look at outcomes for 66,000 patients and saw that around 83% of our members actually maintained their weight loss at the 12-month mark. We were also able to look at a 5.1 ROI within one year of implementing Found. So, quite proud to be a part of this company, and I'm happy to share more about our approach and how that's helped Shamrock out.
(02:28)
And I just want to spend a little bit of time validating some of the problems you're likely seeing in the space of weight care and GLP-1 spend. The first thing that I want to highlight is this understanding that GLP-1 costs are exploding, right? These are medications that work, but they also come with a very hefty price tag. Another common confusion point or misconception is that it's really either GLP-1 or bust. I'm happy to share—and I'll have other slides that paint this—there are other weight loss medications that are effective to help people lose weight. And having a personalized approach means that you're matching someone's weight loss medication with the biological reason why they're struggling to lose weight in the first place.
(03:16)
And when we think about weight loss, it's not just about maybe losing a couple pounds, getting the early win; it's really about sustaining that weight loss for years to come, through hopefully the entirety of somebody's life. So, how do we then look towards sustainable weight loss? Medication is really more like lighter fluid to jumpstart and catalyze someone in fighting whatever biology they might have that's preventing them from losing the weight. So then, how does behavior change and lifestyle actually marry together with the catalyst that is medication to help someone lose the weight and keep it off? And last but not least, it's really this concept of both flexible care design and also a flexible benefit solution. We'll have other slides to hit all these points. Corey, I'd love you to share a little bit of background about your amazing company.
Corey Gilchrist (04:14)
Our amazing company. So Shamrock Foods is a food distribution company. We have major competitors like US Foods or Sysco Foods that many of you're probably fully aware of. We operate mainly in the western United States. We are also a dairy product manufacturing company and we operate across the U.S. We actually have a dairy farm as well with 23,000 cows. So, we have a big variety of employees that work for us, from truck drivers that are daily delivery drivers that unload 60,000 pounds a day, to order selectors in warehouses that select 60,000 pounds a day, to farm workers that are milking cows all day long. So we have a big background, and yeah, happy to be here and share our experience with this. It'll be fun.
Adele Feng (05:00)
Yes, indeed. Corey, what challenges were you facing with obesity and GLP-1 prescribing before working with Found, my company, the previous year?
Corey Gilchrist (05:09)
Yeah. Obesity, as we all know, drives a lot of different healthcare costs, or we should say illness costs, because all the costs that come from obesity. Let's just talk diabetes alone drives most of our healthcare costs up. We also sustain a lot of worker's comp injuries due to obesity, due to the nature of the work that our drivers are doing and our warehouse workers are doing. Imagine you're all familiar with a ramp that comes out of a U-Haul truck, right? Imagine putting that ramp on a semi-trailer and unloading 60,000 pounds down that ramp with a dolly every day. There's a lot of impact on your ankles, your knees, your back. And so, believe it or not, with all that activity every day, we do have a lot of drivers with obesity problems, mainly because they get fed at every one of their customers all day long.
(05:56)
And so, that was driving a lot of injuries on the worker's comp side, which trickle into other types of expenses in your healthcare program, like physical therapy and other things that happen even after the worker's comp case is finished. So, lots of costs associated with obesity in our program. And GLP-1s started to hit the radar a couple of years ago as the weight management pill of choice, right? Because we know weight management always has the magical solution that comes up. And GLP-1 started popping up, and a lot of people started talking about it. A lot of our associates were going out on their own to their PCPs and paying for GLP-1s out of pocket. And so, we were hearing some noise about that, and we have some strategic things that we'll talk about later that we wanted to attack with that.
Adele Feng (06:42)
Thank you for sharing, Corey. And that brings us to this next slide on strategic priorities. So, yeah, we'd love to hear more. Corey, for Shamrock, what were the strategic priorities in evaluating a weight care solution?
Corey Gilchrist (06:54)
So, about a year and a half ago, we completely did a 180 on how we're going to approach all the costs in our healthcare programs. We've been doing the traditional preventative healthcare screenings and things like that, but we weren't seeing changes in the trends on a lot of our costs. Diabetes, for example. We probably all have the same diabetes management programs in place to help manage those people that are diabetics, but what are we doing to prevent them from becoming diabetics? And we noticed that we had these gaps in preventative healthcare that weren't trying to avoid those future costs associated with those illnesses. So, we started to—I don't know if you're all familiar with a book called Outlive. It's by an author named Peter Attia, I think is how you pronounce his last name, but it talks a lot about preventative healthcare. And so, we've been applying that. So, we put programs and partners in place to provide preventative physical therapy before the injury happens. Obviously, we've added preventative cancer screenings. We didn't have a program for obesity or diabetics. So, when we started to look for a partner, we were specifically trying to keep people from getting a diagnosis of diabetes. That was our main strategy in this whole program.
Adele Feng (08:09)
Great. Preventive care, it's important.
Corey Gilchrist (08:11)
Preventive care.
Adele Feng (08:12)
What were employees asking for in terms of weight loss support? And did you feel pressure to offer GLP-1s broadly even without a comprehensive program in place?
Corey Gilchrist (08:21)
They weren't asking for GLP-1 specifically.
(08:25)
We did hear the noise about GLP-1s and that we did not cover them unless you were a diabetic. You did not have GLP-1s on the plan. You had to go pay for it on your own, find your own doctor, get it taken care of on your own. So we heard that noise and we saw results. People that were on GLP-1s were losing a lot of weight. Lots of them were sustaining it; some of them weren't sustaining it. Once they got off the pill, they gained their weight right back. So, we knew they were effective, and the studies and all the information we were being shared—we knew that they were effective. We were just hesitant to do anything about it. We wanted to do it the right way. We started looking for a partner that would match our strategic goals.
Adele Feng (09:08)
Yeah. Were there concerns that too many employees might end up on GLP-1s without the proper clinical guardrails?
Corey Gilchrist (09:15)
Biggest fear we had,
Adele Feng (09:16)
Yeah.
Corey Gilchrist (09:16)
Right?
(09:17)
If you've watched your plans over the past couple of years, even the GLP-1s for the diabetics, the script counts started to just dramatically increase. To us, it appeared like the doctors that were dealing with the diabetics suddenly found a new drug and were going to try it, mainly because of its popularity. People were asking for it, wanted something different. We were afraid that that was going to happen if we just opened up the floodgates and allowed GLP-1s to be covered by our plan, and we didn't want it to become a major cost to us, which they already were on the diabetic side. So, we needed to figure out a way to control that if we were going to make them available to our associates.
Adele Feng (09:59)
Yeah, that's a great point. So that actually lends well to this next slide. So I wanted to spend a little bit of time talking about the science that powers the approach here at Found. So, again, whether this is with Found as a vendor or with other vendors, I encourage all of you to ask exactly what is the clinical approach that any of these programs is taking. So at Found, we actually use a studied concept called obesity phenotypes. This we call our metabolic print, but it's this concept that, again, weight gain is often driven by the complexity of biology, multiple factors internally, and also multiple factors externally—it's complicated. We all have hormones; we all know that they can wreak havoc. Trust me, there's a lot of biology affecting someone's ability to lose weight. So, Found, again, the research found, and we found through our own patients, that there are four main flavors as to why someone would struggle to lose weight something with the gut, something with the brain, sort of what we would call emotional eating,
(11:03)
and then also slow metabolism. Metabolism, which is a thing. So, we've actually designed our program to understand for every person who comes in, what is the predominant metabolic print, and then as a result, what are the medications that are best suited for that person? What's going to be most effective? And then also, what are the best lifestyle habits that they should focus on first for longstanding, sustainable weight loss? And so, it's really driving home this idea that each of us in this room has a different driver behind how our body manages weight, and it's not one size fits all. Your weight care solution should be looking at every single person at your company and saying, "What's the struggle for you today?" And then, "What should be the personalized approach for you moving forward?"
(11:53)
And again, it's this concept of preventive care. It's really understanding, trying to identify the root cause, and not just treating the symptom. But treating, again, if it's someone who's struggling with a hungry gut. So the gut is consistently telling the brain, "I'm actually still hungry. Feed me more food," even though you actually have eaten. There are medications outside of GLP-1s that work on those sorts of cravings, that work on that signaling. Another example I want to bring up is if any ladies in the room are approaching perimenopause or menopause, that definitely comes with weight changes that are sort of unexplained outside of the fact that, while yes, we have very different levels of hormones that are causing bloating, weight gain, things that are uncontrolled. These are one of many different factors that would contribute to someone struggling to lose weight and are part of, and should be part of, the clinical program that helps figure out, again, the best medication and the best lifestyle change for that person. Again, it's someone's biology that we're taking into account to build a care plan that's going to work for them. And it might not be GLP-1s, it might be GLP-1s, but it could be so much more than that.
(13:05)
Alright, so going to metabolic print. We have the distribution here of the metabolic print for Shamrock employees. So you can see here it's a wide range, and we actually just have the dominant metabolic print. But just like how a snowflake is unique, we're all sort of different compositions of these obesity phenotypes. It's worth repeating again and again, we all have a very different biology. So again, the approach that you would have for each person would be different depending on what is contributing to their struggle with losing weight and keeping the weight off. Corey, question for you. How have you felt about tailoring care to the biological drivers?
Corey Gilchrist (13:47)
When we were looking for a partner, we were looking for a weight management partner that wasn't going to throw a blanket on everybody and try to treat everybody the same way. Don't go tell everybody to count calories and walk 10,000 steps a day, because not everybody can do that. It's not the right solution for everybody. So this tailored approach to it, and I'll give you an example of a team member of mine, actually Andrew, he's lost 80 pounds, and I asked him the other day, just prepping. I was like, "Hey, tell me one quality or one thing you like best about this program." He said, "They know me and they know how I operate and they specifically answer my questions for me." And he goes, "I've talked to other people in the program, their answers are very different." He said, "When I have a problem, when I'm having an issue, I call my coach or my medical counselor and they specifically address my issues." So that's what we wanted. We wanted care that was tailored to each individual, just like doctors care for each individual differently. We needed weight management that way. And so, this was a big part of choosing Found, was this approach.
Adele Feng (14:55)
That's great to hear. In the previous year you offered GLP-1s. Do you feel like everyone was just getting what they wanted at their PCP, at their primary care doctor? Or have you felt that actually having obesity-trained physicians provided a different level of weight care?
Corey Gilchrist (15:11)
Yeah, so prior to the Found program, you had to be a diabetic in order to get GLP-1s, unless you went out on your own, did it, paid out of pocket, went to your PCP. The problem with that is you don't have any visibility to what's going on. You don't know who's on the GLP-1s, you don't know if they're progressing, you don't know if their claims are changing, there's no direct tie to all the healthcare claims. We wanted a provider that didn't just provide GLP-1s. There are other drugs out there that can help people in their process, along with the coaching and all the other lifestyle aspects of the program. We wanted to change the cause of the problem. And so, if it's not a GLP-1, don't give them a GLP-1. Don't be a pill factory. That's not what we were looking for. There are three or four people around my office that are on the program, and they're all on different types of drugs. Not all GLP-1s. More people are on other drugs that are helping them than GLP-1s when you look at our accounts. And so, we didn't necessarily just think GLP-1 was the only answer.
Adele Feng (16:13)
I agree with that. Alright, so flexible program design really should be a pivotal cornerstone of hopefully any vendor that you evaluate for weight care management, right? Helping to manage costs, and a large part of that being GLP-1 utilization. So Corey, you had mentioned that flexibility in your program design was an important distinction with Found as you were looking at selecting the right vendor. So we've listed a couple of the flexible areas. I won't cover all of them, but I did want to touch on a couple of them. The first and foremost is what we've been talking about, which is making sure that care is holistic. It is taking a look at, again, the specific medication that's going to work well for someone's biology, but having the medication be there to help jumpstart the weight loss and then making sure the lifestyle change. So the health coach, the program that helps with habits and tips. We actually also have an AI-powered assistant, too, but that's all there to help provide, again, the reinforcement, the support in our four pillars nutrition, mood, sleep, and physical activity. So it's this idea that, again, there's not a magic silver bullet for sustainable weight loss. It's really, again, taking the medication, it's helping somebody with their biology, and then helping to also bring in behavior change for sustainable weight loss over the years.
(17:37)
My question for you now, Corey, is how important is it for your population to have that long-term lifestyle support alongside the medical therapy to avoid that dependency on medication alone?
Corey Gilchrist (17:49)
I think that's everybody's goal, right? Nobody wants to be on a pill forever, no matter what your illness is. And so their mentality when they're going into this program is that the medication, whatever it is, is going to be like a lighter fluid. It's going to get them kickstarted as they make their lifestyle changes, go through their coaching, their nutrition, whatever it might be, so that they can eventually get off of the drugs. This year, I think a lot of them are starting or getting into the trickle down effect or the microdosing of the medication to get them off of the medications. And so the goal is not to have them on a pill forever. From a financial perspective, it doesn't make sense for them. Obviously, it states up there that there's a preferred network if our associates can now get GLP-1s, if they go through—if they're not diabetics—if they go through the Found program, and that's the only way they can get them covered on the plan. They still have to meet deductibles, and then once the deductible's done, the plan kicks in. But that's the only way that they can get them covered on our plan. And so by bringing all these into play, it helps manage the cost for us as a company and them as an individual and gets them off of the medication as well at some point.
Adele Feng (18:58)
Yes. And actually, preferred network status is something that Shamrock opted into, but it's again something that you can customize with a vendor such as Found. And the last thing to highlight is this constant progressive therapy. You might've heard of step therapy more commonly used, but it's this idea that GLP-1s really should not just be the first line of defense for everyone. There are other weight loss medications that have been used for weight loss for decades, perhaps were not FDA approved for it, but have been used in the field of obesity medicine again for a very long time and had good outcomes. And again, this idea of we know that GLP-1s are common, that they work, they are very expensive, and so we want to make sure that we're starting people on the right medication that will help them lose that weight based on the needs of their biology. So with this concept of progressive therapy, Corey, what role do you see that playing in making sure that GLP-1 use is both clinically appropriate and then financially sustainable for your organization?
Corey Gilchrist (20:02)
My personal opinion is that I don't know what it's going to look like in the near future. I think our plans right now are for the next two, three years, stick with how we're approaching it right now. But I think this whole field's going to evolve a little bit personally and we might need to tweak, we might need to adapt a little bit, pivot, have a different approach to it. I think it'll be interesting to watch because we're goal-oriented. If we see that all of our participants come off the drugs and start gaining their weight back, we have to pivot. We need to find a different approach to this because I need a lifestyle change that ultimately affects the healthcare costs down the line. I don't need immediate weight loss and then immediate weight gain. So it'll be interesting to watch. I want to see it work. We're a year and a half into the program right now. We're seeing great results. Three years into the program, let's see what it looks like, right? We're watching it very closely.
Adele Feng (20:55)
Yeah, that makes sense. Let the data speak for itself and then also be flexible in how to approach the benefit design in the program. Actually, talking about outcomes. That leads us to this slide, probably my favorite slide of all. Got a very easy-to-read graph that's going down, which is a good thing in this case, because it's about weight loss. So we saw that with Shamrock at the six-month mark, their employees who had enrolled—their associates—lost an average of 6% of their body weight. And then at the 12-month mark, again, across all of those who had enrolled in the Found program, they lost an amazing 11% of their starting body weight. So in total that was 2,500 pounds collectively at the one-year mark by Shamrock employees. And other things that I'd love to brag about is again, just a really great member experience. So we look at customer satisfaction for both interactions with our providers, our clinicians themselves, as well as our coaches, and saw consistently high scores in both those areas. So showing that good clinical care is one, making sure that the medication and the coaching work, and is also delivered by a compassionate individual that really cares about your struggles and how you're doing against your goals. Corey, I wanted to ask, do you have an example of someone, an employee, who made a meaningful change through this program?
Corey Gilchrist (22:15)
So I was speaking with Sarah, one of our finance associates, the other day. She actually just came up to me and said, "Hey, thank you for the Found program. My husband has been on the program for four months. He's lost 60 pounds, but more importantly, he's off his blood pressure medicine."
(22:31)
And those are the things you expect could happen, but you're not expecting them to. But that's a great example of the obesity causing a different issue that was causing healthcare costs. And now we've reduced both issues and potentially some other future items. Let's boost the brag a little bit. All right, so this was one-year data that's up on the chart. In July, we did our one-and-a-half-year data review. That number of 2,500 is now 4,228 pounds. There are 351 people enrolled in the plan as of right now. And so that number's doubled in the last six months, mainly because people are seeing the results and their counterparts walking down the halls with big giant smiles. And so it's got a dramatic effect on sales itself. When people see other people happy and seeing them having dramatic changes in their life, hearing about someone's husband coming off a blood pressure medicine, guess what? Their employee is going to go tell their husband to get on the plan and it's just going to keep trickling down.
Adele Feng (23:30)
Yeah, that's such a great story. What have you noticed most in terms of productivity, absenteeism, or cost savings?
Corey Gilchrist (23:38)
Yeah, so to be honest with you, we didn't even care about productivity or absenteeism when we were looking at this program. Our focus was very selfish
reduce diabetic diagnoses. We don't want that to happen. So we know that the productivity will come because happy associates are healthy, they come to work, they get the job done, productivity increases, absenteeism goes down—that all comes. I don't care about that from a tracking perspective. I want to see the healthcare costs related to obesity come down or at least flatten out. That's our goal. That's what we're tracking. We'll continue to track that, knowing the rest of it will just come.
Adele Feng (24:12)
Yeah, that's great. And what would you tell another employer considering a weight care solution?
Corey Gilchrist (24:18)
I think it's important to have a partner. We are not experts in it. Don't try to manage it yourself. Don't try to manage GLP-1s yourself. You'll be on the phone doing approvals all day long, all night long, and you don't want to do that. So get a partner that's an expert at it, set it up to where you can control the costs. If you set your program up incorrectly and just allow GLP-1s, someone will find a pill factory out there and they will jack your costs up as quick as you can possibly imagine. So make sure you put guardrails and that you have a partner that will allow you to put those guardrails and be very flexible on your plan. We didn't have to choose a preferred network. We wanted to in order to have that much more control on the program.
Adele Feng (24:59)
That's great. Alright, so just to wrap things up, just again, acknowledging that in this space right now, GLP-1, there's been a lot of buzz. But while GLP-1s are effective for weight loss, there are other weight loss medications out there. And the goal is to find a vendor who considers every person's unique biology in designing that care plan and doesn't have just a GLP-1 first approach across the board, right? So standardized care, but flexible approach, and really cater specifically to someone's biology. And also with that, it's taking a look not only at how the medication is helping someone jumpstart their weight loss journey, but how the behavior change and lifestyle is just as important in helping someone keep that weight loss and eventually see improvement in their blood pressure, stopping their blood pressure medications. And last but not least, again, hopefully finding a vendor where you can design a customizable benefits program that meets your needs, that allows you to reach and achieve the goals you're looking for, while also making sure that your employees are happy and losing weight and living their best lives. That's all that we had prepared for today. Thank you all for listening to our conversation.
(26:24)
Any questions from the group here? Yes.
(26:37)
So the network in this case would be our Found providers themselves. The idea is that a medication would only be approved—in this case, a GLP-1—would only be approved and covered by the plan if a Found provider had actually prescribed it. That way you have the peace of mind knowing that this is a provider that is part of a holistic program. This person is also receiving health coaching, additional lifestyle support on top of the obesity-trained medicine from that specific provider. So we would actually work directly to say, "Here's our list of providers, here's their NPI," which is basically their unique barcode. So again, we're looking and only allowing GLP-1s from those providers to actually be covered by your system. That help?
Audience Member 1 (27:52)
How long do you allow them?
Corey Gilchrist (27:56)
From my perspective, they can stay on the plan as long as we have the program in place. So you think about their deductible. So in our case, we have a $3,000, whatever deductible is a year for a family. They have to cover that every year. So if they're going to be on the drugs for more than one year, they have to come out of pocket for their deductible each year. As long as they want to sustain coming out of pocket for it, I'll cover the rest of it as long as the results are coming for them, right? If they're yo-yoing, I turn it over to them from their coaching, their medical advisors and things like that to coach them through that. If I see in the long run, let's just say the third or fourth year from here that the program's just not working, then I'll adapt. I'll redesign the program, something different.
Adele Feng (28:40)
Of course. And the progressive therapy can actually be designed. You can customize those guardrails. I believe the form that we've designed, I think it can evaluate at the six-month mark and the 12-month mark. So we wanted to create standardized options, but flexibility depending on how often you wanted to check in and create guardrails.
Audience Member 2 (29:05)
So I have a question for both of you, and they're connected. How often is a doctor prescribing it and you guys are denying it or recommending something else? And are you getting pushback from the employees that my doctor says I should be on this and these people are saying no? So for both of those, how often does that happen? And are you getting that pushback from employees saying, "Well, my doctor, I've been going for years, says one thing and you guys are saying something else because you're trying to save money or cut costs?"
Corey Gilchrist (29:33)
From our perspective, we don't get very many of those phone calls and conversations because we vocalize this is the only way to do it. If you want to get GLP-1s and you're not a diabetic, you have to go through our Found program. If your doctor says you need to take a GLP-1, you need to enroll in our Found program, end of story, end of discussion. And so we do not vary from that stance that we take on that. So
Adele Feng (29:56)
Working closely with our providers at Found as well as patients and making sure that I review basically all patient complaints, we actually don't get much either. People will come in, for example, with a preference, but usually by the end of the conversation, especially when we've accounted for someone's metabolic print or struggles, what they've tried in the past, whether it's other weight loss medications, whether it's other diets, by the end of that conversation between the patient and the provider, they've reached a decision that both sides feel good about. And again, that can be GLP-1s, but more often than not, it's actually not a GLP-1. And so I haven't heard many cases at all really, of dissatisfied patients and providers from how those conversations go.
Corey Gilchrist (30:40)
Let me add to that just a little bit. So obviously our network is tied together, right? We use UMR to manage our network. They know who to approve the drug from and who not to approve it from. We also are partners with Accolade, if anybody's familiar. So if one of our associates gets denied, they typically call Accolade first. Accolade knows the story. "Hey, you want a GLP-1? You got to go through Found, let's connect you through Found, let's get you enrolled in Found." So there's immediate redirection into the Found program.
Adele Feng (31:13)
Okay.
Corey Gilchrist (31:13)
You got one up front?
Adele Feng (31:16)
Okay. Yes. Do you think we have someone helping?
Corey Gilchrist (31:18)
We have strong lungs, just bark it out.
Audience Member 3 (31:23)
Hi. So I appreciate you guys talking a little bit about how you looked at the data from an outcomes perspective. Any thought to using data to more proactively identify members or employees that might benefit from the program? For example, looking at biometrics or looking at any socioeconomic data to see where maybe people reside in areas of food insecurity and things like that? To your point, there are a lot of factors that impact obesity.
Corey Gilchrist (31:48)
So we do, in our annual visits, we ask people to do the blood work. All of our partners have authorization to get that information so that let's just say it's a blood sugar levels are spiking on someone or the trends are starting to change, Found has access to that data so that they can reach out to those associates. We do that with all of our partnered programs. So that proactive approach before it becomes a problem is already on the radar. So that's what we do, is just we overanalyze data. Analysis paralysis, we get stuck in—I have an accounting background, which doesn't make this that funny, because I'm always in the weeds, the numbers. And so we're always looking at the data and trying to prevent it from happening.
Adele Feng (32:27)
And that's really the perfect partnership, is someone we can work with to say, "Hey, there are probably people in the organization that would benefit from our solution more. Help us find them." Right. And then we'll do the outreach that we can just to basically help them hopefully see the value, gain value and retain, and eventually start their weight loss journey with us.
Corey Gilchrist (32:49)
I think we're at the cut it.
Adele Feng (32:51)
Oh no. Okay.
Corey Gilchrist (32:52)
All right. Well, thank you. Thank
Adele Feng (32:53)
You so much for the time.