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CAPITAL EXPENDITURES

a learning investment in DAta Science, entrepreneurship, and Biotech

by
​ ​Vanessa Mahoney

Understanding The Greek Debt Crisis

6/29/2015

1 Comment

 
I’ve been following the Greek debt crisis, but it seems like every day there’s a new development. As such, I wanted to take some time to step back and get some perspective on the unfolding of this crisis. I've outlined some of the major events listed by the NY Times as the major leading events culminating in this crisis.  

Some terminology:
Austerity: In economics, the policy of reducing government budget deficits by means such as: spending cuts, tax increases, crackdowns on tax evasion. Austerity is often undertaken to demonstrate to government's creditors and to credit rating agencies that they are taking active measures to close the gap between revenues and expenditures. One economic theory claims austerity disproportionally hurts middle and low income class. 
European Central Bank (ECB): the central bank for Europe's currency, the euro. The ECB works to maintain the euro's purchasing power for the 19 European Union countries that have adopted the euro since 1999.
International Monetary Fund (IMF): an organization of 188 countries that works together to secure global financial stability and cooperation and to promote high employment and sustainable economic growth.
Timeline: Greek Debt Crisis
  • December 2009: Credit ratings agencies downgrade Greece's credit, fearing it could default on its debt
  • May 2010: Europe and Greece reach an agreement on a $146 billion rescue package, on condition that Greece enacts austerity measures (such as tax increases). 
  • October 2011: Banks agree to take a 50% loss on the face value of their Greece loans
  • July 2012: The head of the ECB declares policy makers will do "whatever it takes" to save the euro zone, a move that sends stocks soaring.   
  • January 2015: Greece elects anti-austerity candidate Alexis Tsipras as prime minister.
  • May 2015: Greece quiets fears of debt default by authorizing a substantial loan payment to the IMF. 
  • June 2015: Greece defers a series of loan payments until the end of the month 

Picture
Greece's Gross Domestic Product (GDP). Once sailing, Greece's GDP has now declined about 30% since 2008.
PictureNational Debt by Country. Debt as a percent of total GDP. As can be seen from the graph, many countries carry a substantial national debt relative to GDP. However, this graph is from 2012, and the situation has only devolved for Greece. It is now estimated that Greece's debt is 180% of its total GDP.
As you can see, in July 2012, and over the last several years, the overriding sentiment was to keep the eurozone together at any cost. A recent article in the NY Times likened the prospective response to Greece defaulting and exiting the eurozone to the Lehman Brother's bankruptcy: an almost apocalyptic event that had catastrophic rippling events. It was this fear that has led to numerous negotiations, renegotiations, and resolutions. However, the situation is only getting worse, and both sides are starting to get fed up, thus shifting the possibility of a Greek exit from impossible to within the realm of the possible.

Greek citizens are rightly upset because they have been under the most extreme austerity conditions that any industrialized country has suffered since the Depression. Most of the money that Greece has received has gone straight to creditors to repay loans. To compound matters, Greece's economy has just continued to decline: GDP has fallen by 30% since 2008, which drastically underperforms other nations, as can be seen in the above image.  Usually when the IMF lends money to a financially troubled country, austerity measures are paired with relief measures such as debt write-downs and currency devaluation. However, no such relief occurred in Greece. 
devaluation: downward adjustment on a country's currency (relative to other currencies.) Devaluation is a deliberate action by the government often used to combat trade imbalances: the nation's exports become less expensive, and thus more attractive on the global market. In addition, imports become more expensive, which thus favors domestic industries. However, such moves may aggregate demand and lead to inflation. Read more at Investopedia. 
debt write downs: reducing the book value of a debt. Banks agreed to a 50% write down in October 2011, but my understanding is write downs  have done little to provide relief for the people. 


However, while Greek leaders and citizens feel they have been treated unjustly, European leaders also will rightly explain that they adjusted repeatedly to accommodate the Greeks, and that they could not just grant Greece exceptions it would not have awarded other countries. The IMF will also explain that they would have agreed with any sound plan that Greece and Europe had drawn up. 

So now what? Greece must come up with a loan payment of $1.8 billion to the International Monetary Fund by Tuesday, June 30th to avoid a default. If a resolution isn't reached, there just may be a Greek exit. The speculations on the consequences of a Grexit take on quite a range. Lawrence Summers paints a dire picture for the future if Greece were to exit, forecasting imminent demise. He claims the economic situation will get far worse in Greece until the crisis culminates in leaving the nation as a failed state. If this happens, Europe will collect far less debt than it would have if Greece's debt had been restructured. In addition, he forecasts a migration out of Greece will strain budgets of other European countries, while Russia will gain a foothold in Greece. This opinion seems a little drastic to me, but USA Today also forecasts a rather dismal future following a Grexit, agreeing that Greece's economy will detract. This article forecasted Greek depositors will have trouble getting money out of banks, government services will become scare, and voters may have to find new leaders. Part of this forecast is already playing out: Greek banks are closed until July 6th, although some ATMS will be reopen and allow customers to me €60 (£42; $66) withdrawals. 

However, not all predictions are so apocalyptic. Paul Krugman concedes that a sharp devaluation will likely spike inflation, but doesn't think hyperinflation must follow. He argues that Greece runs on a large cyclically adjusted primary surplus (or the surplus if the country was running at full employment). In other words, Greece is very financially efficient, approaching it's surplus potential better than any other eurozone country. Neil Irwin similarly contends less catastrophic consequences will follow a Grexit. One of his primary arguments is that Greek debt is overwhelmingly held by European governments and the Greek central bank, rather than private banks, so a default would not cause a continent-wide banking collapse. 

One can't help but think about Argentina, which defaulted on nearly $100 billion in sovereign debt in 2001, the largest default at the time. Like Greece today, Argentina had been under harsh austerity measures and had borrowed heavily from the IMF. When Argentina defaulted on repayment targets, the IMF held payments. A bank run led the government to freeze deposits, which in turn set off riots and violent confrontations. Argentina sharply devalued its currency, the peso, and the country plunged into a depression ripe with staggering unemployment and political unrest. While Argentina has since been able to repay the IMF, the economy benefited from a somewhat fortuitously timed event: commodity export demands from Brazil and China surged in the early 2000s, and thus soybean meal, corn, and soybean oil shipments effectively stabilized Argentina's economy at a critical point. (The commodity boom is over, but Brazil and China still import heavily from Argentina.) There is no such guarantee Greece would fare so well, and moreover, Greece has been quite dependent on imports. Many point to Argentina as a cautionary tale, arguing that Greece's default would be much, much worse. 

Although a negotiation will likely leave all parties dissatisfied, it still seems more positive than the results each side would experience following a Greek default and exit. We shall soon see. 

Sources:
1. BBC: Greek Debt Crisis: Banks to Remain Shut all Week
2. IMF Website
3. ECB Website
4. NY Times: Greece No Closer to a Deal as Debt Deadline Nears
5. NY Times: The Upshot: Is Greece Lehman Brothers, or is it Radio Shack?
6. Financial Times Opinion: Greece is Europe's Failed State in Warning
7. The Guardian: One Way or Another, a Greek Writedown will Happen
8. BBC: Greek Debt Crisis: Banks to Remain Shut All Week
9. USA Today: Greek Debt Crisis: Everything you Need to Know
10. NY Times Blog: Conscience of a Liberal: Avoiding Apocalypse
11. NY Times: If Greece Defaults, Imagine Argentina, but Much Worse

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Finally: A Constitutional Right for Same Sex Couples to Wed

6/26/2015

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PictureThe Cover of the Economist on January 4th, 1996. http://www.economist.com/node/2515389
Today the Supreme Court voted 5-4 that the right to same sex marriage is a Constitutional right. This makes me proud. I'd like to take a moment to revel in the enormity of this important decision. Rather than try to birth a beautiful quote, let me just reference this article from The Economist. The article was nearly 20 years ago, and probably not received as well as it would have today, but bravo. In order for meaningful, important changes to come about, we must be willing to stand tall against opposing currents and fight for the changes we seek. Today, I am proud to be an American.

"But the direction of change is clear. If marriage is to fulfill its aspirations, it must be defined by the commitment of one to another for richer for poorer, in sickness and in health—not by the people it excludes. "  

-The Economist: Let them Wed. January 4th, 1996. 


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Baked by Melissa:  Better to Instagram than to Eat

6/23/2015

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Exhibit 1: Very cute and photogenic. Clockwise from top left: Tie-dye, cookies and cream, peanut butter pieces, strawberry cream, red velvet, and chocolate chip mint
Baked by Melissa shops are fairly ubiquitous in Manhattan - there are 12 locations in the greater New York City area - but until recently, I had not stopped inside to sample the assortment of miniscule cupcakes within the even more diminutive, stilted, shops (sorry, I’m trying to be unbiased, but to me this place has always shouted pompous.) However, over the years I have seen numerous bakeries and sweet shops fail, and I began to wonder what gave this bakery not only staying but growing power.  So… I investigated.

Melissa Ben-Ishay of Baked by Melissa started her cupcake business in June 2008 after she was fired from her highfalutin New York City advertising job; amidst the recession, other bakeries were crumbling (haha) and cupcake competition was – and still is – nearly saturated. Without a store, Melissa baked from her kitchen and hand-delivered cupcakes to catering events and to customers on the subway.  What differentiated these cupcakes from the start was their the size: they are bite-sized little creations each coming in at under 50 calories.

As an entrepreneur, I am not as dismissive of this business’s presentation as I am its beginning; I was intrigued to read that Ms. Melissa admitted that one of her biggest challenges in starting her company was recognizing her own weaknesses. Namely, Melissa said that she had to realize that she couldn’t do everything: not only was it necessary to delegate work and to hire employees, but to find said employees that could be trusted. She further expatiated that venture capital and crowdfunding were not options for her business because she wanted her company to stay true to itself. So instead, she got a small business loan and a supportive, optimistic brother and built her business brick by brick.

I admit that’s all respectable. But why has this turgid bakery prospered while others have failed? To get to the root of this, I decided it was time to buy some tiny little Melissa cupcakes.  I first went shoe shopping at DSW (not necessary to my story) and then checked Yelp to see that a Baked by Melissa was less than an avenue away. What a horrible day, right? ;)The store that I graced my presence with (kidding) was on 14th street between University Place and 5th Ave. Like I said, the shops are very small; I saw only two employees were working at the time I stopped in.  From my at-home-chef calculations, the cupcakes in this store take about half the time to bake as regular-sized cupcakes. That said, if you’re a baker you probably understand that small cupcakes have a larger surface-area to volume ratio than regular cupcakes, so baking time is critical to the moistness and texture of the cake. So maybe small cupcakes take less time to bake, but I would argue that the baking recipe is more critical.

PictureExhibit 2: Tiny. The cupcakes have diameters just a little larger than quarters
One half of the two employees working took my order and very graciously gave me on my request: a strawberry cream, peanut butter pieces, tie-dye, chocolate mint, cookies and cream, and red velvet cupcake. The cost for these 6 itty-bitty cupcakes: $5.50 + tax.  (See picture.)

What do I have to say about the taste? They are fine, but non-spectacular. Each one was like that cupcake produced by that neighbor who thinks she’s a wiz because she’s correctly followed a recipe that makes a moist (because of all of the oil),  tasty (because of all of the pre-made ingredients like chocolate chips and whip cream) cupcake and wants you to applaud her for her self-perceived genius. To reiterate: nothing special. And I’m quite sure that for the price, there’s no argument for these little mediocrities costing nearly $1.00 each.


PictureExhibit 3: Great packaging, branding and promotion. Inside my bag were: promotions for the cupcake of the month, a Father's day cupcake, and an upcoming summer summer flavors, a sticker, a tattoo, a business card, a napkin, something telling me to Instagram my cupcakes, and a card telling me to download the Baked by Melissa app and enter a code.
My self-assigned mission was to discern why Baked by Melissa has survived and thrived. These are my conclusions. This bakery has done very well because they have :
  • Created a niche by making tiny cupcakes that you can sample: because of the size, you can taste a variety and not feel guilty because of the calorie content.
  • Made very cute/visually appealing cupcakes. (Instagram worthy… seriously look at exhibit the pictures... So cute.)
  • Branded and promoted their shop extremely well: there’s a cupcake of the month, a gaggle of materials in the bag (a tattoo, sticker, business card, napkin), an Instagram prompt, a Baked by Melissa app, and a very pretty cupcake logo. (Exhibit 3… look at all of those extras.)
  • Ensured everything is kosher, thereby reaching expanding possible customer segments Extended the business distribution capacities by having a great website and an easy, clear ordering system  
  • Maintained quality protocols very well. In other words, I feel confident that each cupcake and flavor in each of the restaurants is consistent.

That is all spectacular. I almost get it. But as you may have gleaned, I am not sold. This is what I dislike about them. The bakery is:
  • expensive. Are you kidding me? $1.oo for a little bite? As one Yelper said: “I might enjoy these if I were Polly pocket, but I am not.”  
  • mediocre: I can bake oily, tiny cupcakes from a Betty Crocker premix, and the entire batch will cost about $6 and deliver the same expected taste.
  • pretentious. I get it. You’ve propagated these tiny shops that make a profit off of selling next to nothing pretty things. You’re catering to a market of affluent females.

Conclusions:  I do not advocate Baked by Melissa. However, I acknowledge that Melissa has carved out a little niche that has been widely successful, and I applaud her for having the foresight and determination to be the pioneer in this market that she created almost single- handedly created. That said, I contend that this is a New York City phenomenon: I do not see Baked by Melissa having longevity in other US cities because of the ridiculous price to value. 


Sources:
1. WSj: Baked by Melissa Founder Share's Secrets of Success
2. Baked by Melissa Company Website
3. Yelp: Reviews of the original Soho Baked by Melissa location 

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How NOT to Do Business in a Bar

6/20/2015

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Some weekend wisdom from this month's Entrepreneur magazine: How Not to do Business in a Bar, by the talented and creative Stephanie Orma at shesocreative.com ! 

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Entrepreneur Magazine, July 2015 Edition
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IPO Math

6/17/2015

1 Comment

 
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Today, I read in the NY Times that Fitbit, the San Francisco-based company that is a pioneer in wearable fitness tracking devices, has raised the prospective share price range for the initial public offering, or IPO, which will occur this Thursday, June 18th. The company filed for the IPO in May, wagering that customers will continue to spend in this hot market. And right now, it looks like a good bet: Fitbit profit topped $132 million in 2014, and the first quarter of 2015 showed a 300% surge in year-on-year sales. By listing on the New York Stock Exchange (NYSE), Fitbit stands to earn quite a purse of cash.  Earlier this month, Fitbit expected to list shares between $14-$16 per share, while today that range climbed to $17-$19.  (For some context, Facebook’s opening NYSE price was $42.05, while Alibaba’s IPO price was $68.) Of course the IPO price is only one factor in the equation: the total value from the IPO comes from the number of shares offered multiplied the price/share minus filing and other costs. According to the IPO filing, the company plans to sell 22.4 million shares, while existing shareholders plan to sell an additional 12.1 million shares, totaling 34.5 million shares to be offered. So:

Amount raised by an IPO:  $ per share x # of shares  (- filing costs... which I am neglecting)
So with the simple change in share list price, the amount Fitbit stands to gain (before costs):
34.5 million shares   x  $14/share    =   $483 million         low range
34.5 million shares   x  $19/share    =  $655 million         high range
 
Now 34.5 million shares is not random and does not equate to percentage; it appears that after this IPO, Fitbit ownership will have been parsed into about 205 million shares total.  So insiders will retain ownership of the country, as only 34.5 M of 205 M shares, or  ~ 17% of ownership will go to the public.

The valuation of a company, how much it is worth, is calculated based on what others are willing to pay for a share. In other words, although all of the shares of the company have not been paid for at a set price per share, stock price is indicative of what each share is worth. So the midpoint of this new valuation, $18 per share, gives:
Fitbit Valuation:  $ per share x total shares
= $18 x 205 million  ~ $ 3.7 billion valuation for Fitbit.

So an IPO brings the company a hefty cash sum and also puts a relative number on the monetary value of the company.  Like most things in life, this money doesn't come free; in order to get cash from an IPO, a company must effectively sell ownership. Shares don’t come just come out of thin air – 100% of the company is owned, so although the amount of shares might increase,  the current ownership shares must decrease to accommodate new shareholders. So how did Fitbit decide how many shares to list? And what is the time course from IPO filing to market listing? And lastly, what does an IPO mean for Fitbit, shareholders, and people wanting to get involved in the public offering for Fitbit? Here is my understanding of the IPO process, mostly gauged from a great article in Forbes.

  1. Months ago: Fitbit decided the balance between raising capital and selling ownership and came up with a # of shares to be sold. Fitbit's current share holders include: 21% between Co-Founders Mr. Park and Mr. Friedman, 28.9% by outside shareholder Foundry Group Funds, and 22.4% by True Ventures. I believe this ownership was parsed into ~ 170 million shares, and now that 34.5 million shares will be sold, each owner's share will be decrease by 1 - 170/(170+34.5) or 17%. 
  2. Months ago, after Fitbit decides shares to list: Fitbit’s underwriting banks (which include Morgan Stanley, Deutsche Bank, Bank of America, and Merrill Lynch) notified institutional investors that 22.4 shares of FIT (the NYSE listing) are on the table (and then  another 12.1 shares came from current investors to total 34.5 million). These institutional investors in general include top pension funds, mutual funds, hedge funds, and high net worth individuals and long standing clients. Basically, these are accredited, experienced investors who can help create stability in the stock price. Fitbit did not request a price per share from these investors. Rather, these institutional investors made requests/orders on the price and number of shares they were willing to buy.  Example requests: “I will buy X shares at any price”, “I will buy Y shares if the price is between a and b, but Z shares if the price is over c”. 
  3. Wednesday, June 17th, around 4:00 pm (the day before the IPO): Fitbit will set a final IPO price. No matter what happens to the share price after it is listed, Fitbit will know exactly how much cash it is going to raise because ALL of the shares will sell – the number of share requests always greatly outnumbers the demand. 
  4. Thursday at 8:30am (before the market opens): the IPO underwriters will allocate all of the 34.5 million shares to the investors. As mentioned, the demand outweighs the supply, so the underwriters make decisions by weighing several factors such as investor reputation, term of investment, and foreign versus domestic investors. Before the market opens, all of the 34.5 million shares, priced at the same starting point, will be in the hands of investors. 
  5. Thursday at 9:30 am: (markets will open): investors all over the world - both the original institutional investors and new retail investors (regular Joes)-  will make orders. Each order will be either a bid (“I want to buy XX of FIT ”) or an offer (“I want to sell YY of FIT”).  Note, the latter is presumably from the institutional investors. 
  6. Thursday morning, shortly after market opens: The designated market maker (DMM) for Fitbit will collect the initial orders and reports a prevailing share price from the bids and offers.  This number will be reported to the media.
  7. Thursday morning, after initial orders: the DMM will set an opening share price and block any new orders from coming in. This share price is set with the goal to balance supply and demand. The DMM will enter and carry out the first sets of buy and sell offers based on this set opening price. This process will take ~ 15 minutes to over an hour, according to stock activity (so Fitbit will presumably take around an hour).
  8. Later Thursday Morning: after this price discovery stage, FIT begins trading at the opening price. 
  9. Thursday during market open hours: the price discovery of FIT will fluctuate throughout the day based on supply and demand.
  10. Thursday at 4:00pm: the market will closes, and FIT will have a final price.

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Now that we have worked through the obscure process of IPO listing, what does it all mean? For Fitbit as a company, the key numbers are locked in today (the day before the IPO, as I write this post). Fitbit listed an offering price, and institutional investors have laid claims to each and every share. So for Fitbit, the IPO cash has been raised even before the actual stock is listed in the NYSE. For the employees and shareholders of Fitbit that owned shares previous to this IPO listing, the key is the market valuation of Fitbit, or the time after market open that Fitbit is open for trading. This price, the price per share, determines the equivalent dollar amount each of these shareholders possesses. Tomorrow, the day FIT is listed on the NYSE, the share price can take a direction upwards or downward of the offering price. If the stock continues to climb, it would indicate that Fitbit could have asked more per share, and hence acquired more cash. However, it's generally good to keep shareholders content, and thus an increasing share price is generally positive (not always though... overvaluing a stock is also risky.) On the flip side, if the share price falls after listing, this reflects poorly on the underwriters and introduces doubt about the company to the investors and media alike. 

Fitbit's product line faces stiff competition from the Apple watch, Nike+, Samsung Gear,  and Jawbone, who has apparently sued Fitbit for hiring Jawbone employees who disclosed proprietary information. That said, Fitbit currently has an impressive 34% of the the wearable fitness device market. Furthermore, a Study by Juniper Research purports the number of wearable fitness devices to triple by 2018 to 70 million in-use devices. Admittedly, I'm feeling ready to invest. However, there are still risks to consider, and this senior technology analyst is particularly poised to verse some of his hesitations with Fitbit. I am anxious to see what happens tomorrow!


Sources:
1. NY Times: Fitbit Raises Prices for IPO
2. NY Times: Fitbit Files to Go Public
3. Investopia: How Does IPO Pricing Work?
4. Forbes: Fitbit Is Days Away From This Year's Hottest IPO
5. CNBC: Fitbit files for initial public offering 
6. Alibaba Claims Title For Largest Global IPO Ever With Extra Share Sales
7. Fitbit Company Website
8. USA Today: Fitbit raises IPO price range
9. Juniper Research Wearable Fitness Device Study
10. Fitbit - Not in shape for an IPO 
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Big Data: a Welcome Tool in Healthcare

6/15/2015

2 Comments

 
PictureClosing the loop. Practice management software (PMS); Electronic health record (EHR); hospital information system (HIS); electronic prescribing (eRX); personal health record (PHR); health reimbursement account (HRA) http://www3.phytel.com/solutions/solutions.aspx
As people and processes are increasingly moving online, there has been an explosion of big data. With this on demand, virtually space-unlimited platform called the internet, every little seemingly inconsequential piece of data can be collected and thrown into a database. But the agglomeration all of that data is just the first step. The next question is how to effectively use that data to achieve some purpose.  In the modern ad tech industry, it means monitoring and tracking user online behavior, then using machine learning algorithms overlaid with this behavioral data to create a data-rich profile for each unique user. Goodbye catalogs – this ad tech operates in real time to deliver individualized ads at scale. Big data is also transforming some health care operations. Million-patient internet databases are changing disease prevention, diagnosis and treatment, as well as care provider efficiency. Click here to see ten examples of how big data is used in various industries.

A prime example of a big data healthcare is Phytel, a Dallas based company that provides patient population management and engagement tools. Phytel is doing two very important things: 
  1.  making patient management more effective for the health care provider 
  2. motivating patients to take control of  their own healthcare and treatment. 
Phytel achieves these ends through a digital product lineup. The Phytel machine starts with the collection and storage of patient-centric data. This is not revolutionary: virtual data warehouses have existed since the 1960s, and clinical studies are constantly analyzing and interpreting results from large patient population studies. But previously, this is where the the trail stopped; after collection and publication, the data could make an impact on the perceptions of researchers and physicians but did little to improve the health of the population. 

Phytel is helping to close that loop. The Phytel products provide not only tools to understand a given population’s health, but also supply the tools to engage and communicate with the target demographics. How does Phytel do this? One of the products, Coordinate, scans across the patient database and establishes cohorts by intelligently grouping patients according to specified conditions and clinical protocols. Care providers can search for particular groups with customizable filters. Coordinate identifies patient cohorts that could benefit from a specified action. For example, a care provider could search the database for high-risk patients suffering from depression. Coordinate would return high risk groups to the care provider, probably grouped according to range of risk factors (such as missed appointments or unfilled prescription).

PictureDemonstrate Results http://www3.phytel.com/solutions/population-health-management-systems/population-health-management-engage.aspx
Now here is where the loop is really brought back to the patient; Phytel’s Outreach executes targeted, personalized responses to individuals based on the results from the care-provider directed intelligent search. Through messages like voice, email, or text, Outreach will encourage the patient to take a desired action to improve his or her health. A few examples of patient outreach goals: callD care manager, depression screening, medication reconciliation, diet and exercise education series. Phytel’s arsenal follows up on each patient’s actions, creating visibility and accountability as recommended action items are documented. Below, the goal is to improve the patient's high-density lipoprotein (HDL) levels. You can see the goal details, tasks, and barriers, and also visualize the completeness of the action items. 



















In addition, Phytel's Remind prompts patients about their upcoming appointments, while Transition monitors every discharged patient, detects high risk factor patients, and notifies the care provider that a patient needs immediate assistance or intervention. 

I like seeing companies utilizing big data to improve healthcare, and according to KLAS, a global research firm, Phytel is the best in this business.  A December report issued by KLAS ranked Phytel at the top of the 29 health management vendors KLAS studied. A whopping 100% of Phytel clients interviewed reported tangible benefits after implementation of Phytel, and an impressive 89% said Phytel was the IT solution most valuable to managing their population health and strategies. Patient engagement and care management were also ranked highly in the surveyed clients. 

Crunchbase reports that Phytel was started in 1996 and has seven employees, although that may change after the recent acquisition by IBM. It looks like the company had $22.5 million in funding from three rounds of investing by one investor, Polaris Partners. 

It's easy to get disillusioned and bitter about the influx of data in our daily lives, but the emergence of big data in healthcare is much less a blight than a powerful, effective tool for improving the health of our society. Not only does big data improve the financial and operational efficiency of care centers, but it also improves the quality of care of the individual. Big data means that all of the pieces of data for a particular patient, gathered from all of the various sources, can be combined and compared against populations. What this means is a patient's information is no longer analyzed in isolation; the lessons that have emerged from a large group of similar patients can be used to help the individual by identifying risk factors, preventing diseases, minimizing rehospitalization events, and tailoring most effective treatments. These outcomes have the potential to be greatly improved because big data can reveal highly specific patterns, thus giving mechanistic insight into a patient's particular health.  


Sources:
1. eConsultancy: 10 ways big data is used
2. SCOPE: Big data in biomedicine
3. PR Newswire: KLAS ranks Phytel highest PHM
4. Crunchbase: Phytel
5. IBM Closes Phytel
6. Phytel website
7. Forbes: How Big Data is Changing Healthcare 




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PITCH ME WITH YOUR BEST SHOT

6/11/2015

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I love New York City. I am a fledgling entrepreneur and more than anything, want to see and learn from young entrepreneurs. So I went online, told MeetUp my interests, and was immediately directed to the New York Entrepreneurs and Startup Network organization. Within a week, I was able to attend an event at an incubator (definition to follow) with a night of networking, wine & pizza, and start-up pitches.

As promised:

business incubator: an entity that helps early-stage and startup companies by providing resources such as office space or training.

So cabernet and Dominos in hand, sitting in a beautiful New York City venue with the opportunity to interact with exactly who I want to learn from, let me reiterate: I love New York City.

This event, Networking and Pitch Night @ WeWork 42nd street (the incubator) was invaluable to me. Twenty different teams got to stand up in front of the room of ~70 people and pitch themselves, their business, and what they want going forward.

I must admit. I was intimidated. I think I have a great idea, but I was not ready to pitch cold to a room. But I think that is why it is amazing about having the opportunity to see a collection of startups and founders: inspiration can come from all levels. There are pitchers that make you feel motivated because they are so successful and started out just like you, doubting but ambitious.  But then there are also pitchers who speak quietly and indefinitely and cannot explicitly explain their idea within 30 seconds. Personally it makes me feel empowered when I see the latter; I am so good at seeing all of my deficiencies in skills and experiences, but you do not have to be perfect to progress your idea to a high level.  I admire these entrepreneurs who do not seem to have everything covered, but forge ahead without crossing every t and dotting every i.

That said, sitting atop my perch of judgment, be so kind as to allow my opinions on what makes a good pitcher:
  1. Tailor to your audience. If you are talking to a room of entrepreneurs, why are you asking for capital? 
  2. Know your message. It doesn’t matter if you are speaking for 30 seconds or 5 minutes, you have got to focus on a clear message or two.
  3. Be engaging and speak up (I sort of assumed everybody would be this… only ~5% were).
  4. Understand what should be reserved for background information – the stats you have if questioned - and what is actually essential for your pitch.
  5. Get to your thesis very quickly in a pitch. It should not be buried behind a wandering path of introductions. 
  6. Be passionate yet earnest.
  7. Hooks or funny statements are good, but only if they feel natural. ]
  8. Focus your pitch on what and why. 
  9. Practice! Speak to lots of people about your idea and learn what resonates. 



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So there’s my two cents. I also have to point out that only 3 of the 20 pitchers were women. Which leads me to my next big issue from this event. I spoke to a gentleman who pitched his idea, and I was not at all convinced by his business plan. His slippery demeanor and bombastic claims immediately sent red flags off in my mind. In the interest of anonymity, I’ll speak discretely, but he is operating in a very high cost industry, but was dismissive of that, waxing on the multimillion profits he was already making. It seemed like every dollar of revenue was equating to profit in his estimations, and he refused to acknowledge the costs or explain how in the world he was going to get customers. For example, he claimed he was going to offer subscribers of his service a 70% discount. It took me awhile to dig out that he was overcharging for non-customers (everybody), so the 70% discount actually meant his services were offered at market rate. So why would a customer sign up for a brand new subscription service that offered no initial discount? Now note, this fact was expertly hidden in unctuous overtones, and a less savvy listener who not have picked up on this.

Where I circle back to the women issue, is that this founder did not appreciate my questions. I don’t know if he usually pitches and persuades without resistance, but he almost shut down in front of my questioning. He would not acknowledge my points, but instead tried to dismiss my defiance with claims of dullness on my part. And then he really digressed: he started referring to me condescendingly as ‘sweetie’.

‘Sweetie’. I began to bristle with this arrogant and patronizing misnomer, furious that my dissenting opinions had been relegated to feminine silliness. I admit, I wanted to boil over. But I turned around, took some deep breaths, and realized there was no reason to let this imperious behavior really compromise the strength of my ideas.

And it was funny. I turned around to see him speaking to someone (a man) who had my same questions. Said silly cofounder still argued the same dense refusals of costs, but he addressed this man infinitely more respectfully than me. This second guy had the same points as I did, and although I did not get to see silly cofounder go down in flames, admitting his shoddy business plan, I found the higher ground in realizing there is no glory in winning arguments with impenetrable oafs. And perhaps I can be inflammatory and need to watch that - not because I am a woman -  but because it is wise not to make people feel defensive.

I can't resist but boasting a little. Silly cofounder had claimed he had made 30 million, which later changed to 10 million, which later changed to future market capitalization. I looked up his company today. The website is non-functional and the GoFundMe campaign says he has raised $190 out of his $1million goal.

Not that I care…. But I was right. :)


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Head in the Clouds

6/10/2015

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IBM Hybrid Cloud Infographic. http://www.ibm.com/cloud-computing/us/en/what-is-cloud-computing.html
Sources:
1. IT World: Differences between SaaS and Cloud Computing
2. Wiki: Cloud Computing
3. Interoute: What is SaaS?
4. CapEx versus OpEx
5. VMware: What is virtualization
6. IBM: What is cloud computing
7. InfoWorld: 9 top threats to cloud computing security
Picturehttp://readwrite.com/2010/11/29/3-infographics-about-cloud-com
What words comes to mind when you think of IBM? For me, it’s words like: monolithic, respectable, powerful, but really most exceptionally: innovative. It is quite impressive how such a large company has been able to constantly reinvent itself, expertly pulling out of areas that become unsavory and diving in to new and propitious markets. In the 90s, that big blue icon meant hard disk drives and personal computers, but IBM has evolved far beyond these commoditizing businesses today. Presently, big data, business intelligence, data analytics, virtualization, and cloud computing are the dominating themes at this multinational company.

Cloud computing  and virtualization may sound daunting, but chances are you are “in the cloud” frequently. When you log on to websites like Facebook or Gmail, you are able to access the entire database, not because you have the software downloaded and stored, but because you have an internet-enabled device that allows you to access these cloud hosted applications. Software as a service, or SaaS is a delivery model that relies on software hosted via the cloud. SaaS does not sit on your machine, running on your server and commanding space from your hard drive, but rather allows a third party to handle the operations.

As a user, you are “in the cloud” when you run a SaaS application, but it is on the other side- the software developer side - that the actual cloud computing occurs.  Cloud computing is the internet delivery of on-demand computing resources. Much like an electrical grid, cloud computing relies on resource sharing in order to achieve economies of scale. Cloud computing is made possible due to virtualization. Virtualization is the act of converting actual computing components, ie hardware, operating systems, storage devices, and computer network resources, into virtual components. At the heart of virtualization is a physical server or host, but this host allows several operating systems and applications to run and to utilize as much of the host’s computing resources as is required. Basically, there are
Five main components of cloud computing
  1.  Virtual computers and servers
  2. Data storage capacity,
  3. Communications and messaging capacity
  4. Network capacity 
  5. Development environments. 

The idea is that with cloud computing, companies can move an application or infrastructure component to the cloud, when previously this application would have been implemented through hardware dedicated to that component. Interesting, this is recognized as a movement from CapEx – capital expenditures (shout out! :), a business expense incurred to create future benefit to OpEx – operational expenditure, an expenditure required for daily business functions. (Here is more explication and comparison between CapEx and OpEx if you're interested.) This unveils another potential advantage for the cloud: a company only has to pay for what it uses cloud on the cloud, rather than making an initial (and depreciative) investment in hardware. 

Now due to the shared, on-demand nature of the cloud, one of the underlying concerns with clouds has been security. This technology is susceptible to breaches such as data loss or leakage and service or traffic hijacking. While there are means such as data encryption and two-step account credential authentication, there are also remedies of private and hybrid clouds. In a private cloud setting, the cloud infrastructure is operated by a single organization, disallowing public access, while hybrid clouds allow companies to keep sensitive data private, while at the same time utilizing public cloud resources likes SaaS (IBM Hybrid Cloud infographic pictured below).  


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GOOD PICKS

6/6/2015

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Picturehttp://www.sportingnews.com/sport/story/2013-04-30/kentucky-derby-2013-hats-style-date-post-time
So as I walked home from the gym this morning, I couldn’t help but notice all of the crisp, bourgeois ensembles and  boisterous brims; yep, there's a horse race today. I'm poking fun, but I think it is kind of nice to embrace traditions and pull that otherwise comical hat of the rack. Today, the occasion is of course the Belmont Stakes!

I started thinking about the parallels between horse betting and betting on an idea or a company. As I write this post, the odds at 5:45 pm EST for the Belmont Stakes are:
  1. Mubtaajij: 15-1
  2. Tale of Verve 18-1
  3. Madefromlucky: 14-1
  4. Frammento: 19-1
  5. American Pharoah: 3-5
  6. Frosted: 9-2
  7. Keen Ice: 15-1
  8. Materiality: 7-1
At 3-5 odds, American Pharoah is the favorite, and if you were to bet $5 on this horse you would only earn $3 profit. However, if you were to bet $1 on Tale of Verve, you would earn $18 profit. The return of investment (RO1) is higher for the latter horse.


ROI: = (Gain from investment - cost of investment)
                                 cost of investment

ROI American Pharoah: (8-3)/3  = 167%
ROITale of Verve: (19-1)/1  = 1900%

So even though American Pharoah is the favorite to win, you will be more profitable if you bet on a horse that others did not expect to win, but only if it does indeed win. This is very similar to an investment theme: gambling on good ideas that are not obvious to others. I watched the recent Columbia commencement speech by Ben Horowitz and he hit upon the same vein: having a great, obvious idea - ie a cellphone battery with longer lifetime - is not that instrumental to you, the inventor, or to the investor. Why? Everybody else has the idea, and likely, many of these players are much more equipped with the resources, history, and funds to do a better job than you can in developing that relatively obvious idea. 

However, there is huge potential in good ideas that aren't blatantly brilliant to others - ie. renting out a mattress in your apartment  (hint.. AirBnB). As the founder, you get a leap on the competition because you understand a problem more deeply  and can address it more fully than any tardy adversary that jumps in. And as an investor, this idea is more like Tale of Verve; yes, you are taking a risk by gambling in this idea that has a high likelihood to fail, but if the idea succeeds, you've hit a jackpot. Because of the elevated risk associated with a risky idea versus a safer one, an investor likely also takes on a larger equity stake, which they can do because there is not a plethora of investors lined up to partake in this uncertain endeavor. 

Now ideally, betting on these dicey schemes is less like gambling, and more like crafting and cultivating expert insight research to identify diamonds in the rough. And this is why I've been able to secure some equity research interviews; potentially my doctorate in biomedical sciences has given me unique exposure and experience to better understand and seize upon biotech investment opportunities that perhaps others have missed. 

As I finish this post, American Pharaoh won! The lesson is reinforced: you can't compete with the best in the business and win (right away anyway.... to end on a positive note :)
Sources:
  1. Ben Horowitz Columbia Graduation Speech
  2. Times Union Belmont Stake Odds 2015
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http://www.billiondollargraphics.com/riskmatrix.html
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How to Start Financing your Castle

6/5/2015

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As I have mentioned, I developed a prototype and have machinations of turning it into a business. I am also constantly analyzing the landscape and identifying potential startup ideas. Now sure, I may have built some beautiful castles in the sky, but how do I actually start building those castles? How do you transition from a dreamer to a doer, when it comes to starting a business?

So what I’m talking about today is the concept stage. This is the obligatory first stage: a seed of an idea, a glimmer of a revolution, a machination to disrupt (which by the way, is a word to start throwing around if you want some immediate credit as an innovator ;-) . At this stage, there really isn’t a protocol for success.  (Well actually, there is Starting a Business for Dummies, but I obstinately refuse to add any of the “Dummies” line to my library). In order to advance a business from the concept stage, one needs to really bootstrap: define goals and schedules in an unstructured, ambiguous environment, work against incredible odds (most startups fail here), and harness a little bit of delusional hope and a lotta bit of perseverance. During this stage, the main goals are:
  • assemble a team that:
    - encompasses core competencies
    - works well together
    - has some informal mentorship or advisory board
  • develop proof-of-concept for your business
    - product: develop a prototype and demonstrate use to customers 
    - website/app: set up website/app and collect stats and feedback
  • ultimately:
    - get customers on board
    - establish viability and need for your business in the marketplace
With these bases covered, the company needs some capital to get operations going. (And note, based on the venture, significant money may have been needed to develop the prototype or website.)

There are several options to get off the ground. Basically, these methods involve personal investments and endeavors (taking on credit card debt, cutting expenses, renting out your apartment, selling assets), or… which is something I will need to start becoming comfortable with: friends and family. This means approaching people that have some expendable funds. I think it is best to establish right away what that money means.
  • Is that money a loan or a gift?
  • If it is a loan (and not a gift), do they expect interest? How much?
  • When are you expected to return this money? 
  • Does this person understand this is a very risky stage?
  • Can this person absorb the financial loss if your idea doesn’t pan out?
Once this groundwork is established, I think it is very important to keep the lines of communication open. This early “investor” might not have any actual claim to your business, but it would still be advisable to keep him or her apprised of the business developments. 

Now another viable option is competitions. As a matriculated student, there are multiple business idea, pitch, and prototype competitions . I would definitely advise you to explore the websites and departments at your school. It is amazing how many competitions and grant opportunities there are. And even if you feel like you don’t have the right background (business, economics, etc)– do NOT let that stop you. Often times possessing a different background gives you a valuable, alternate perspective and first-hand access to problems no one else will have. Now, that I am not a student, I am finding it a little more difficult to find competitions and resources to start a business. But that said, I have found competitions for small business owners (or conceivers) that only require you to attend a few orientation sessions through the organizing body.  Here are the competitions I found for very early startup ideas:
  •  New York StartUP! 2015 Business Plan Competition: Must live in the greater NYC area. Business must have earned less than $10,000. Must attend orientation sessions. Next cycle: Feb 2016 
  • S.E.E.D. Grant Program: For women in the business planning stage, or women operating a business for less than 6 months. Business must be located in New Jersey. Must attend orientation and classes to apply. Next cycle: spring 2016. 
  • The Pitch: 90 second business pitch for your idea - this cycle apps due July 31, 2015!


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I also recently started volunteering with an app-based startup, and I thought they had a very interesting way to earn some money. Their website outlined a campaign to raise a relatively small amount of money ($2500). For pre-outlined increments of donated money, the donator would receive expanding incentives with increased donation amount. (Example rewards: giving the donor a shoutout in the company newsletter or awarding the donor with a chance to cameo in an upcoming promotion video.) And then – you probably got here before me – I realized that this is a form of crowdfunding. (Hey, I’m learning!) Now this campaign looks like it was just one form of crowdfunding: reward based. I know that crowdfunding can also be equity based – the donors get ownership stake in the company. In addition, I know that some crowdfunding platforms may require the company to reach a campaign goal in order to actually keep the funds raised during crowdfunding. The platform may even take a percentage of the funds earned. I think crowdfunding sounds like a great idea, and may warrant a separate post...

So to summarize, here are just a few of the earliest ways to start raising capital for your castle:
  • Credit cards
  • Airbnb (rent out your home)
  • Use funds from another business
  • Sell assets
  • Home equity loan
  • Win a contest
  • Friends and family
  • Crowdfunding


Sources:
1. Business News Daily
2. Go4Funding


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    Vanessa Mahoney,  PHD

    Biomedical scientist & data analyst who loves learning how things work - from mortgage-backed securities to cardiac electrophysiology to Donald Trump's comb over

     
    The postings on this site are my own and don't necessarily represent IBM's positions, strategies, or opinions. 

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