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Category: Health Tech

Sofia Noori, Nema Health

Nema Health has cracked the code on PTSD and has an amazing study showing that their technique of intensive cognitive processing therapy is over 99% effective in flat out curing it in under a month. CEO psychiatrist Sofia Noori took me through what PTSD is, a full demo of how their solution works, and showed me what the study shows. Sofia is one of the brightest CEOs in mental health (and also a former Health 2.0 intern!), and Nema’s solution is extraordinary.–Matthew Holt

AI replaces me: The Private AI Bubble Meets the Public Digital Health Reality Check

By CLAUDE.AI trying to write like me MATTHEW HOLT

I finally did what I have been wanting to do for a while and had an AI ingest everything I’ve written on The Health Care Blog. Given there’s 20 years of my posts intermingled in hundreds of guest posts, it wasn’t as easy as I’d hoped. But over three days I finally got to about 500 or so articles I’ve written and asked Claude to ingest my style. I then gave it three decent sized prompts which I’d previously used on linkedin or in a Slack message and it spat out thisEverything below is AI with no edit and no re-prompting. And it is about 60% of my tone and maybe 75% of my opinion. Pretty amazing–Matthew Holt


The Private AI Bubble Meets the Public Digital Health Reality Check

So Garner Health just raised $118 million at a $1.35 billion valuation, and Talkiatry pulled in $210 million. Meanwhile, you could buy both Talkspace (market cap ~$640 million) and BetterHelp—Teladoc’s entire mental health division that once did over a billion in revenue—for under a billion dollars combined given Teladoc’s current market cap of $953 million.

Something doesn’t add up here, and it’s not the math.

We’re watching a fascinating divergence between what private market investors think digital health companies are worth and what public market investors are actually willing to pay for them. And stuck in the middle is the latest gold rush: AI-powered revenue cycle management.

Let’s start with Garner. I like what they’re trying to do—using massive claims datasets to steer people to higher-quality doctors with financial incentives. It’s clever. But 12% in cost savings in the first year? The Health Rosetta crowd claims they can get their members far better results. The direct primary care groups working with employers are reporting bigger numbers without needing a $1.35 billion valuation to do it. And they don’t have a medical group like Included Health backing them up.

So why the massive valuation? Because “AI-powered” and “big data” and “320 million patient records” sound really good in a pitch deck. Never mind that the actual demonstrated savings are less impressive than what consultants have been delivering for a decade.

Then there’s Talkiatry, which just raised $210 million—on top of their previous $130 million Series C. Good for them, they’ve built something real: 800+ employed psychiatrists delivering actual care with decent outcomes data. But here’s what I can’t figure out: why is every mainstream mental health company still raising hundreds of millions in private markets when literally nobody has gotten out?

Talkspace trades at a $640 million market cap. Teladoc owns BetterHelp, which peaked at over $1 billion in revenue and is now in the dumpster, dragging down Teladoc’s market cap to under $1 billion total. Where’s the Lyra IPO? The Brightline exit? The Spring Health or Headspace liquidity event? They don’t exist.

The public markets are basically screaming: “We don’t believe digital health companies are worth what VCs think they’re worth.” And yet the private money keeps flowing.

Now let’s talk about where the really stupid money is going: RCM AI. We’ve got Anterior raising $64 million total to help payers process prior authorizations faster, and an entire ecosystem of companies raising massive rounds to help providers fight those denials. As I’ve written elsewhere, we’ve gone from the smartest people in the world getting consumers to click on ads to half of them trying to squeeze 5% more revenue out of payers for providers, while the other half are building AI to help payers stop them.

This is the dumbest arms race in healthcare technology. We’re automating the negotiation over the crumbs instead of fixing the system that creates the waste in the first place. But VCs love it because there’s a clear value proposition: “We’ll get you an extra $X million in reimbursements” or “We’ll save you $Y million in denied claims.” Never mind that we’re spending billions to build technology that makes a fundamentally broken payment system slightly more efficient at being broken.

Meanwhile, back in the public markets, actual digital health companies with actual revenue and actual customers are trading at valuations that suggest investors think they’re going to zero. Teladoc’s market cap is $953 million. They did $2.53 billion in revenue last year. That’s a 0.37x price-to-sales ratio. BetterHelp alone was doing over a billion before the bottom fell out.

The divergence is getting absurd. Private companies with unproven business models and uncertain paths to profitability are raising at sky-high valuations. Public companies with real revenue, real customers, and real operations are trading like they’re distressed assets.

So what’s happening here? A few things:

First, private market investors are betting on potential while public market investors are pricing in reality. Potential sounds better in a conference room than on an earnings call.

Second, we’re in an AI bubble. Slap “AI-powered” on anything healthcare-related and suddenly you can raise at multiples that make no sense. Doesn’t matter if the AI is actually doing something useful or just glorified automation of existing processes.

Third, the exit window for digital health has been effectively closed for years. The SPAC boom and bust taught us that taking half-baked digital health companies public ends badly. So private companies keep raising private money because that’s the only money available, creating a massive valuation disconnect.

Fourth, and this is the one nobody wants to talk about: a lot of these companies might not be worth what VCs are paying for them. The mental health companies keep raising because they can, not because they’ve proven a path to sustainable profitability. The RCM companies are raising on the promise of extracting value from a broken system rather than fixing it.

Here’s my prediction: We’re going to see a reckoning. Either these private valuations are going to come down to meet public market reality, or we’re going to see a wave of down rounds and shutdowns. The public markets aren’t wrong about digital health—they’re appropriately skeptical of companies that haven’t proven they can make money at scale.

And the AI RCM gold rush? That’s going to end when someone realizes we’re spending billions to automate arguing over money instead of spending billions to reduce the total cost of care. Because at the end of the day, every dollar these companies “save” or “recover” is a dollar that shouldn’t have been in dispute in the first place.

The smartest investors should be looking at the public market valuations and asking: if actual digital health companies with real revenue can’t get respect from public investors, why are we valuing private companies like they’re going to be worth 10x more when they finally try to exit?

Unless, of course, nobody’s planning on exits anymore. In which case, we’re not building companies—we’re building very expensive science projects funded by LPs who apparently have infinite patience and capital to burn.

I’ve been covering this industry long enough to know how this movie ends. And spoiler alert: it’s not with a bunch of unicorn IPOs.

Claude is a clever chatbot made by Anthropic. Matthew Holt hopes it replaces him soon

Ten Ten Ten – Trying to radically fix health care in the US

The goal of the new non profit Ten Ten Ten founded by TJ Tedesco & Bhargav Raman is to take America from being the most expensive health system in the world with the 48th best outcomes to the top Ten in outcomes, at 10% of GDP in Ten years. Are they crazy? Is there any hope of doing this? I spent a long time in conversation with them suggesting that they probably are, but it was a great conversation to hear why they are doing this and how they think we might do this–Matthew Holt

2026: A Year for Reimagining Healthcare’s Safety Net

By JEFF BRANDES

To say healthcare’s safety net experienced tectonic shifts in 2025 would be an understatement. The rapid introduction of multiple and massive policy shifts left many healthcare leaders reeling with more questions than answers.

As the industry turns the corner into 2026 and the dust begins to settle, it’s time for stakeholders to respond by leveraging all resources and tools available. Current industry shifts will necessitate structural and process changes that ensure the best health outcomes for all communities.

Foundational to any strategy is a recognition that AI and automation have found their place in countering administrative burden in healthcare, and mainstream use of these tools will help speed the industry’s race to greater value. Care teams that previously spent hours reviewing documentation, identifying risk-adjustment opportunities and organizing population-level insights can now claw back the time needed to get ahead of care gaps.

In 2026, healthcare leaders must acknowledge that new realities are here to stay and will require reimagining how the industry delivers optimal care for vulnerable populations. Safety net organizations that have not invested in automation for managing routine tasks will get left behind in the new world of managing population health. By leaning into the following three strategies, stakeholders can realize the promise of value-based collaboration.

Keeping Medicaid Patients Connected to Care

Sweeping changes to Medicaid eligibility, financing, and administrative requirements will have far-reaching impacts on coverage. Current workflows that address these challenges are complex and overwhelming for many resource-strapped safety net providers—not to mention patients and families.

On the Medicaid front, infrastructures that lean into unified data and integrated workflows can help providers become more proactive in identifying those at risk of losing coverage. Specifically, tools that pair eligibility data with clinical and social risk insights can guide outreach prioritization and patient assistance. In addition, providers can use automation to build multilingual renewal campaigns that personalize patient interactions such that vulnerable populations understand their healthcare options.

Safety net providers are already seeing success with the right strategy. For example, the California Primary Care Association (CPCA) leveraged automation and analytics to mobilize outreach and support Medi-Cal renewals and new enrollments across 38 counites. From January 2024 to June 2025, the initiative reached more than 1.3 million people, achieving more than 159,000 Medi-Cal enrollments and re-enrollments.

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Carta Healthcare – AI for Registry Creation

It’s not well known but there’s a lot of people in hospitals who spend a lot of time creating patient registries for quality programs, CMS reporting, clinical trials and lots more. It requires extremely detailed abstraction of patient data from patient records and comparisons with registry demands. Wouldn’t it be clever if an AI system could read the chart and help the people doing that work (usually very expensive nurses) do it quicker? That’s the premise behind Carta Healthcare. Greg Miller and Jared Crapo from Carta demoed the system for me and told me about the market for it–Matthew Holt

Will HHS Enhance or Stall the Promise of Artificial Intelligence for Healthcare?

By STEVEN ZECOLA

In its Strategy for Artificial Intelligence (V.3), the Department of Health and Human Services (“HHS”) acknowledges that: “For too long, our Department has been bogged down by bureaucracy and busy work.” HHS promises that it will accelerate artificial intelligence (“AI”) innovation, including “accelerating drug and biologic approvals at the FDA.”

History shows that well-intended but cumulative regulatory intervention – more so than scientific complexity – is the primary deterrent to rapid technological progress. If AI is subject to the typical pattern of regulatory creep, its potential to accelerate drug discovery and development will be significantly reduced. To avoid this outcome, HHS should develop a plan that is premised on a zero-based regulatory approach. That is, each new technology such as AI should start with a clean slate and only the minimum requirements deemed necessary to show effectiveness and safety should be applied in the approval process for that technology.

The Pace of Innovation

Medical innovation has lagged the pace in the other sectors of the economy. As Dr. Scott Podolsky of Harvard Medical School observed: “Medicine in 2020 is much closer to medicine in 1970 than medicine in 1970 was to medicine in 1920.” Podolsky points to breakthroughs such as antibiotics, antihypertensives, antidepressants, antipsychotics, and steroids that have not been met with same impact as innovations in the later 50 years.

Two explanations have been offered for this phenomenon: 1) the inherent complexity of biological processes; and 2) the regulatory approval process.

As a benchmark for comparison to the following case studies, the development of 4G communications spanned less than a decade, with discussions starting around 2001, technical specifications being released in 2004, and the first commercial networks launching in 2009.

Regulatory Intervention in New Technologies

  1. The Human Genome (Great Science Leads to Regulatory Paralysis)

The Human Genome Project (HGP) ran from 1990 to 2003, and has been lauded as one of the world’s greatest scientific achievements. The project identified the specific location of genes and DNA, creating a “roadmap” of the human genetic code and facilitating the identification of disease-related genes.

The HGP focused on balancing rapid scientific progress with ethical safeguards. Oversight was primarily managed through internal ethical programs and international data-sharing agreements rather than a single overarching legislative or regulatory body.

Under this structure, the HGP beat its target date by two years. That is to say that the complexity of the problem did not cause any delays, and progress was not impeded by the standard drug-approval bottleneck.

However, once the genetic roadmap was handed off for drug discovery and development, progress slowed dramatically.

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A $2,000 Voucher and 600 Patients: The Math Behind Fixing Care

When I was at HLTH last October Bradley Bostic invited me on his BoomBostic Health podcast. I was in the mood for ranting about the health care system and promoting my desire for getting everyone concierge level primary care. Bradley was very generous in giving me a mike and a lot of rope. I am embedding the youtube version and if you want just audio it’s here. (I was also losing my voice so there’s a cleaned up transcript below)–Matthew Holt

Bradley:

Well, hello and welcome back to another episode of Boombostic Health in the Wild here at HLTH 2025 in Las Vegas. I’m thrilled to have Matthew Holt with me, who is the leader at The Health Care blog, a blog I follow, and I appreciate you being here, Matthew. 

Matthew

Bradley, thank you very much. I count my readers, you know, on about two hands, so I want to keep you in good health. I have a little joke. We used to have a podcast that actually wasn’t that well-followed called the THCB gang and one of my colleagues on THCB gang was at a conference and a guy in the row behind him said “oh I recognize your voice, my father used to listen to the podcast but then he died.” When my colleague told me the story I said, we don’t have enough listeners and subscribers to lose them like that –  we’ve got to keep them alive in order to keep the podcast going!

Bradley

Well, Boombostic Health was really born out of my pension for building companies in the health tech world and investing in companies. When we first started this. I wasn’t sure if anybody would listen to it. My mom passed away from cancer 25 years ago. So, I knew she wouldn’t be listening to it unfortunately. But that was a big thing that inspired me to get into healthcare. And lo and behold, there is a really interested audience out there that wants to know how innovation is transforming our broken health care system. And clearly with your background with Health 2.0 and The Health Care Blog, this is an area that you’re focused on. And I think you said you have two easy steps. Oh no, two steps, not necessarily easy to fix healthcare. 

Matthew

So the preamble to this is I’ve been doing this for a long time. I came to America in 1989.

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Jim Gallic shows off Wondr Health

Jim Gallic is Chief Growth Officer at Wondr Health, a company specializing in creating the behavior change required for weight loss. He was a satisfied client who lost a ton of weight (see that before and after photo on the right!) and changed his eating habits completely using Wondr (no drugs involved!). Later in life he joined the company. I spoke to him and got a tour of the experience. A great demo about how Wondr works, and about how GLP1s are altering the conversation. Jim’s stance is that the behavior change works first to create a readiness program for the medication, and then the weight might stay off when the medication ends. Matthew Holt

Even When Healthcare Has a Clear Price Tag, Are We Getting What We Pay For?

By OWEN TRIPP

Move over, GLP-1s. This year the healthcare spotlight is on alternative plan design. Alternative health plans offer cost transparency and a consumer-friendly shopping experience. But can the capabilities under the hood deliver on quality and value? Though it may not sound buzzworthy, it has the potential to trigger a seismic shift in the commercial insurance market.

After years of disappointing returns and unmet promises from traditional insurance models, innovators and big-name insurers themselves are doubling down on alternative plans aimed at reducing healthcare costs through preferred care pathways with transparent pricing. Though these plans come in many flavors, common features include tiered networks, variable copays, care steerage, and an emphasis on primary and virtual care — often packaged in a digital-first (and AI-powered) “shopping” experience. 

Alternative plans seem like a win-win. For consumers struggling with surprise bills and medical debt, replacing confusing deductibles and coinsurance with predictable copays offers much-needed peace of mind. For employers facing the highest increase in healthcare costs in 15 years, getting their workforce on a trusted path to quality feels like a sure bet.

There’s a catch, though: Alternative plans won’t help much if they lead people to the same old, fragmented healthcare experience. Innovative cost-sharing and a slick front-end experience must be backed by high-quality clinical care, dynamic population health management, and personalized engagement that represent a significant upgrade from what’s been delivered to date.

Otherwise, signing up for an alternative plan will be a lot like buying a shiny new smartphone, only to discover that its operating system only supports a handful of outdated apps.

Alternative plans: what must be under the hood?

While cost transparency and a streamlined shopping experience offer immediate benefits to consumers, it’s the deeper capabilities and levers under the hood of alternative plans that will drive long-term value and create an alternative model worth embracing.

1. A primary care-led integrated care model

Most insurer-led alternative plans are built on top of existing care delivery networks (and existing provider contracts), often leading people to well-worn pathways and settings, including those that have produced status-quo outcomes for people and minimal cost improvement for employers.

Alternative plans need to create new dynamics around primary care, removing access barriers, creating flexibility and incentives, and repositioning expectations for provider interactions. Simply doing more of the same is inadequate. A true primary care-led plan is one that creates new channels and opportunities, dedicates time for immersive one-to-one discovery, and empowers physicians to lead people to quality across the network based on individual needs — supported by data, technology, and system-wide connections.

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