The Care Coordination Revolution: How Pair Team Cracked the Code on America's Hardest Healthcare Problem

DISCLAIMER: The views and opinions expressed in this essay are solely my own and do not reflect the positions, strategies, or opinions of my employer or any affiliated organizations.

TABLE OF CONTENTS

1. Abstract

2. Introduction

3. The Multi-Billion Dollar Problem Everyone Gave Up On

4. Why Prevention Finally Has Real Economics

5. The Three Breakthrough Innovations That Change Everything

6. The Clinical Results That Rewrite What's Possible

7. Arc: The Platform Play Nobody Saw Coming

8. Professionalizing Community Health Work

9. The Massive Medicaid Tailwind

10. Why Pair Team Will Define the Next Decade of Healthcare

11. The Venture Opportunity of the Decade

12. Conclusion

ABSTRACT

Pair Team's publication in the Journal of General Internal Medicine represents what may be the most important breakthrough in Medicaid care delivery in a generation. Working with the most complex patient population imaginable—52% experiencing homelessness, 50% with serious mental illness, 46% with extreme baseline emergency department and hospital utilization—Pair Team achieved results that seem almost impossible: 52% reduction in emergency department visits, 26% reduction in inpatient admissions, 21% increase in appropriate outpatient care, and 4-point improvement in depression scores. These outcomes were delivered through three game-changing innovations: treating community-based organizations as paid infrastructure partners rather than free referral sources, deploying clinical teams directly into communities rather than waiting for patients to navigate complex healthcare systems, and building Arc, an AI-enabled platform that coordinates care across the entire medical and social ecosystem. This analysis examines why Pair Team's approach represents a fundamental reimagining of care delivery, why the timing for scaling this model has never been better, and why this could become one of the most significant healthcare companies of the next decade.

INTRODUCTION

Every few years, a company emerges that does not just improve on existing approaches but fundamentally reimagines how an entire category of healthcare should work. These are the companies that create new markets, that prove everyone else was thinking too small, and that ultimately define how an entire generation of healthcare gets delivered. Pair Team's recently published study in the Journal of General Internal Medicine suggests we are watching exactly this kind of company emerge.

The numbers alone are extraordinary. A 52% reduction in emergency department visits for a population where half are experiencing homelessness and half have serious mental illness. A 26% reduction in hospital admissions for patients whose baseline utilization was already off the charts. These are not marginal improvements achieved through modest optimizations. These are transformational outcomes that suggest Pair Team has solved problems that the entire healthcare industry has been struggling with for decades.

But the really exciting story is not just what Pair Team has achieved clinically. It is how they have built a model that can actually scale. They have formalized partnerships with community-based organizations in ways that create sustainable ecosystems rather than depending on goodwill. They have deployed clinical teams in community settings, eliminating the access barriers that make traditional primary care impossible for this population. And most importantly, they have built Arc, a technology platform that could become the infrastructure layer for an entirely new category of healthcare delivery.

This is the kind of company that makes venture capitalists wish they had written the first check. Massive addressable market—Medicaid covers over 80 million Americans and high-need patients represent billions in spending. Proven clinical model with peer-reviewed outcomes published in a top-tier journal. Technology platform with clear potential to scale beyond direct service delivery. Strong tailwinds from value-based payment transformation across Medicaid. And most importantly, a team that has actually figured out how to make this work operationally, not just in theory.

THE MULTI-BILLION DOLLAR PROBLEM EVERYONE GAVE UP ON

The opportunity Pair Team is addressing represents one of the largest untapped markets in American healthcare. Roughly 5% of Medicaid beneficiaries account for more than 50% of total Medicaid spending. These are patients with complex medical conditions, often compounded by behavioral health challenges, substance use disorders, and severe social determinants of health. They cycle through emergency departments and hospitals, generating enormous costs while receiving fragmented care that rarely addresses their underlying needs.

Healthcare has tried to solve this problem for decades. Health plans hired armies of care coordinators to make phone calls and send resource lists. Hospitals built discharge planning programs to ensure patients had follow-up appointments. Health systems launched medical home initiatives promising coordinated primary care. Dozens of startups raised hundreds of millions of dollars promising to crack the code on care coordination through better technology, better data, or better predictive analytics.

Almost all of these efforts failed or produced modest results that barely moved the needle. The fundamental problem is that they were designed for a different patient population. They assumed patients could navigate to appointments, had stable housing for medication storage, had phones and internet access for telehealth, and had the bandwidth to manage complex self-care regimens. For patients experiencing homelessness, serious mental illness, and profound social complexity, these assumptions are fantasy.

What makes Pair Team's achievement so remarkable is that they did not just serve this population slightly better than previous attempts. They fundamentally redesigned the care model around what this population actually needs. Instead of asking patients to come to clinics, they bring clinical care into communities. Instead of assuming community resources are free, they pay community organizations as essential partners. Instead of relying on patients to coordinate their own care across fragmented systems, they built technology to do that coordination proactively.

The market opportunity this creates is staggering. Medicaid spending on high-need beneficiaries exceeds $200 billion annually. If Pair Team's model can reduce total costs by even 20% while improving outcomes, that represents $40 billion in system savings. Health plans managing Medicaid contracts are desperate for solutions that actually work. States are increasingly sophisticated about value-based contracting and willing to structure arrangements that reward genuine innovation. The conditions for a massive market opportunity are all present.

WHY PREVENTION FINALLY HAS REAL ECONOMICS

Healthcare has always struggled with the economics of prevention. The theory is compelling—spend money today to avoid more expensive interventions tomorrow—but the practice has been much harder. Prevention programs cost money upfront while generating uncertain savings in the future, and in fee-for-service systems, those savings often benefit different organizations than the ones paying for prevention.

Pair Team's model works economically for three reasons that represent fundamental shifts in how healthcare markets function. First, Medicaid managed care is increasingly structured around value-based contracts that let organizations capture the savings from reduced utilization. When Pair Team prevents an emergency department visit or hospital admission, they can share in those savings through performance-based contracts. This creates direct financial incentives for delivering high-touch care coordination.

Second, the patient population Pair Team serves has such high baseline utilization that the economics are actually quite favorable. When you are working with patients who average multiple emergency department visits and hospital admissions annually, preventing even a modest percentage of that utilization generates substantial savings. The 52% reduction in emergency department visits and 26% reduction in admissions that Pair Team achieved represents potentially $8,000 to $12,000 in savings per patient annually, far more than the cost of intensive care coordination.

Third, and perhaps most importantly, Pair Team has figured out how to deliver high-touch care coordination efficiently. The 3.3 contacts per month with community health workers, behavioral health specialists, nurses, and nurse practitioners represents a carefully optimized cadence that maintains engagement without excessive overhead. The 94% reach rate within days of hospital discharge demonstrates operational excellence in the hardest moments of care transitions. This is not just clinical innovation—it is operational excellence that makes the business model actually work.

The breakthrough insight is that for the highest-cost patients, intensive intervention is not expensive—it is economical. A model that seems costly when applied to the average patient becomes highly cost-effective when applied to patients whose baseline costs are extreme. Pair Team has identified the sweet spot where clinical need, outcome potential, and economic incentives all align. This is exactly the kind of market insight that creates billion-dollar companies.

THE THREE BREAKTHROUGH INNOVATIONS THAT CHANGE EVERYTHING

Pair Team's model rests on three innovations that sound simple but represent genuine breakthroughs in how care coordination actually works. Understanding these innovations is essential to grasping why this model can succeed where dozens of previous attempts have failed.

The first innovation is treating community-based organizations as paid partners rather than free referral sources. This sounds obvious once you hear it, but it represents a fundamental reconceptualization of how care coordination works. Traditional models employ care coordinators who refer patients to food banks, shelters, and other community resources, but those resources receive no compensation for their role in keeping patients healthy.

Pair Team flipped this model. When a patient needs food security, Pair Team does not just provide referrals—they partner with food providers and pay them for their services. When a patient needs housing support, they compensate shelter providers as part of the care team. This creates sustainable partnerships where community organizations have real incentives to participate actively in care coordination rather than treating referrals as one-off transactions.

The economic logic is straightforward. Food security, stable housing, and other social services are not nice-to-have add-ons—they are essential infrastructure for keeping high-need patients healthy. We pay for medical infrastructure like imaging and lab work because we recognize they are necessary inputs to healthcare. Pair Team applies the same logic to social services, treating them as billable components of comprehensive care. This creates an ecosystem where community organizations can build sustainable operations around serving the highest-need patients.

The second innovation is deploying clinical teams directly into communities rather than expecting patients to navigate to clinical settings. Pair Team directly employs nurses and nurse practitioners who can provide clinical care in shelters, homes, and community settings. This eliminates the access barriers that make traditional primary care often impossible for patients experiencing homelessness or severe social complexity.

When a patient needs medication adjustment, the nurse practitioner can handle it during a community visit. When someone needs wound care, the nurse can provide it where the patient is. When concerning symptoms emerge, clinical judgment is immediately available rather than routing through triage systems that often fail this population. This is not just more convenient—it is a fundamentally different model of clinical access.

The brilliance of this approach is that it meets patients exactly where they are, both literally and figuratively. For a population where transportation barriers, competing priorities, and system distrust create enormous friction for traditional care access, bringing clinical services into trusted community settings removes those barriers entirely. The operational challenge of deploying clinical teams in community settings is substantial, but Pair Team has proven it can be done effectively.

The third innovation is Arc, the AI-enabled platform that coordinates care across medical and social ecosystems. This is the piece that makes everything else scalable. High-touch care coordination generates enormous coordination challenges—tracking patients across multiple touchpoints, integrating data from clinical and social service systems, identifying when patients need immediate attention, routing information to appropriate team members, and maintaining continuity as patients move between settings.

Arc handles these challenges through intelligent automation. It ingests data from hospitals, clinics, emergency departments, community organizations, and care team members, creating a unified view of each patient's status. It identifies patients who need immediate attention based on clinical and social risk factors. It routes information and tasks to appropriate team members. It tracks interventions and outcomes across the entire care ecosystem. This is the infrastructure that makes it possible to deliver consistent, proactive care coordination at scale.

The platform implications are profound. If Arc can coordinate care for the most complex patients across the most fragmented systems, it potentially has value for any organization trying to serve similar populations. This could include other care coordination companies, health plans, accountable care organizations, health systems with value-based contracts, and state Medicaid agencies. Pair Team is not just building a service business—they are building platform infrastructure for an entirely new category of healthcare delivery.

THE CLINICAL RESULTS THAT REWRITE WHAT'S POSSIBLE

Let us be very clear about what Pair Team accomplished. They took patients where 52% were experiencing homelessness, 50% had serious mental illness, and 46% had extreme baseline emergency and hospital utilization—the patients that everyone said were impossible to help—and achieved a 52% reduction in emergency department visits and 26% reduction in hospital admissions. These outcomes are not incremental improvements. They represent a fundamental transformation in how care is delivered to the most vulnerable populations.

The 21% increase in outpatient visits is equally important. This is not just preventing bad outcomes—it is actively promoting appropriate care utilization. Patients are engaging with primary care, managing chronic conditions proactively, and building relationships with clinical teams. The 4-point improvement in PHQ-9 depression scores demonstrates impact on mental health outcomes, not just utilization metrics. This is comprehensive improvement across every dimension that matters.

The 94% reach rate within days of hospital or emergency department discharge is particularly impressive. These are notoriously difficult transitions where patients often get lost. Discharge instructions go missing, follow-up appointments get missed, and patients cycle back to the emergency department within days. Pair Team has essentially solved the transition of care problem for a population where most organizations struggle to achieve even basic follow-up contact.

What makes these results particularly credible is that they are published in a peer-reviewed journal. The Journal of General Internal Medicine is a respected publication that requires rigorous methodology and objective evaluation. This is not marketing fluff or cherry-picked anecdotes—this is real evidence evaluated by independent experts and deemed worthy of publication in the academic literature. For health plans, state Medicaid agencies, and other potential partners, this kind of validation is enormously valuable.

The outcomes also demonstrate something crucial about technology-enabled care models: when you get the operational model right and support it with good technology, you can achieve results that seem impossible with traditional approaches. Pair Team did not achieve these outcomes through heroic efforts by individual care coordinators working unsustainable hours. They achieved them through systematic deployment of a well-designed care model, supported by technology that makes the hard work of coordination actually manageable.

ARC: THE PLATFORM PLAY NOBODY SAW COMING

Arc deserves special attention because it represents a potential business opportunity that extends far beyond Pair Team's direct service delivery. The challenge of coordinating care across fragmented medical and social service systems is not unique to Pair Team—it is fundamental to any organization trying to serve high-need populations. If Arc can solve this coordination problem effectively, it becomes platform infrastructure with enormous market potential.

Consider what Arc enables. It integrates clinical data from electronic health records, claims data from payers, social service data from community organizations, and care team notes from Pair Team staff. It makes sense of this heterogeneous data, identifying patients who need attention and routing work to appropriate team members. It tracks interventions and outcomes across the entire care ecosystem, enabling performance measurement and continuous improvement. It does all of this in real time, enabling proactive rather than reactive care coordination.

The technical achievement required to build this is substantial. Clinical systems use HL7 and FHIR standards, assuming you can get data access at all. Social service organizations often have minimal information systems, requiring custom integrations or even manual data entry. Behavioral health records have additional privacy protections. Community health workers document in free text that requires natural language processing to make useful. Integrating these data sources requires technical sophistication, deep operational understanding, and relationships with diverse organizations.

The AI layer becomes essential when dealing with this messy, real-world data. Rules-based systems break down when data is inconsistent, incomplete, or arrives with unpredictable timing. Machine learning can identify patterns in complex data, predict which patients need immediate attention, and adapt as circumstances change. This is not AI for its own sake—it is applied intelligence solving genuine operational problems.

The market opportunity for Arc as a standalone platform is potentially enormous. Every organization doing serious care coordination for high-need populations faces similar integration and coordination challenges. Health plans managing Medicaid contracts, accountable care organizations serving complex patients, health systems with value-based arrangements, and state Medicaid agencies all need better infrastructure for coordinating care across fragmented systems. Arc could become the Salesforce of care coordination—the infrastructure layer that everyone building in this space relies on.

The strategic brilliance of building Arc is that it creates multiple paths to value creation. Pair Team uses Arc internally to deliver better, more efficient care coordination, improving their unit economics and enabling scaling. They can also license Arc to other organizations, creating a software revenue stream with much better margins than direct service delivery. They could eventually spin out Arc as a standalone platform company if the market opportunity warrants. This optionality is exactly what sophisticated investors look for.

PROFESSIONALIZING COMMUNITY HEALTH WORK

One of Pair Team's most important innovations is how they have professionalized the role of community health workers. Historically, community health workers have been positioned as entry-level roles with modest compensation and limited professional development. Pair Team treats community health workers as skilled professionals doing essential work that requires training, support, and competitive compensation.

This matters enormously for building a scalable model. High-touch care coordination depends on building relationships with patients over time. When community health worker positions have high turnover due to low compensation and limited career progression, those relationships constantly fracture. Patients who have finally started trusting a care coordinator find themselves handed off to someone new, often multiple times per year. This destroys continuity and makes effective care coordination nearly impossible.

Pair Team's approach creates sustainable careers for community health workers. They receive competitive compensation, professional training, clinical supervision from nurses and nurse practitioners, and technology tools that make their work more effective and less frustrating. This professional infrastructure enables community health workers to develop expertise, maintain long-term relationships with patients, and deliver consistently high-quality engagement.

The operational benefits are substantial. Lower turnover means better patient relationships and higher engagement rates. More experienced community health workers can handle complex situations more effectively, reducing the need for escalation to more expensive clinical resources. Professional development creates career pathways that make community health work attractive to talented individuals who might otherwise pursue other opportunities.

This approach also creates a workforce development model that could have impact far beyond Pair Team. As community health workers gain experience and training in Pair Team's model, they become valuable talent for other organizations trying to build similar capabilities. Pair Team could become a training ground for the next generation of community health professionals, similar to how consulting firms or technology companies create talent ecosystems that benefit entire industries.

THE MASSIVE MEDICAID TAILWIND

The timing for Pair Team's model could not be better. Medicaid is undergoing a fundamental transformation toward value-based payment, creating exactly the incentive structures necessary for high-touch care coordination to thrive economically. States are increasingly sophisticated about designing value-based contracts, measuring outcomes, and rewarding genuine innovation. Health plans are desperately seeking solutions that can actually move the needle on high-cost populations. All of these trends create tailwinds that make Pair Team's business model increasingly viable.

Medicaid enrollment grew substantially during the pandemic and remains at historically high levels, exceeding 80 million beneficiaries. This represents an enormous addressable market, and the high-need population that Pair Team serves represents a disproportionate share of total spending. States are under constant fiscal pressure to manage Medicaid costs while maintaining or improving quality. Solutions that can demonstrably reduce costs while improving outcomes receive enthusiastic interest from state Medicaid directors and health plan executives.

The shift toward managed care creates particular opportunities. Most Medicaid beneficiaries are now enrolled in managed care plans that accept financial risk for their covered populations. These plans have direct financial incentives to reduce avoidable utilization and keep patients healthy. They are increasingly willing to contract with organizations like Pair Team that can deliver meaningful impact on their most expensive members. The days of Medicaid being entirely fee-for-service with no incentives for prevention are largely over.

Value-based payment arrangements are becoming more sophisticated and more generous. Early value-based contracts often had risk adjustment methodologies that penalized serving the sickest patients, creating incentives for cream-skimming. Modern contracts increasingly use prospective risk adjustment and quality metrics that reward serving high-need populations effectively. This creates much more favorable economics for models like Pair Team's that genuinely serve the patients with greatest needs.

States are also exploring new authorities under Medicaid to pay for services that traditionally were not covered. Section 1115 waivers increasingly allow payment for housing services, food security, and other social determinants of health interventions. This creates opportunities to fund the community partnerships that are central to Pair Team's model. The regulatory environment is becoming more flexible and more supportive of innovative care models that address medical and social needs holistically.

Perhaps most importantly, there is growing recognition that the status quo is unsustainable. States cannot continue spending billions on emergency department visits and hospital admissions for patients whose primary needs are social rather than medical. Health plans cannot continue operating under the fiction that traditional primary care can meet the needs of patients experiencing homelessness and serious mental illness. Everyone in the Medicaid ecosystem is looking for solutions that actually work. Pair Team has proven they have one.

WHY PAIR TEAM WILL DEFINE THE NEXT DECADE OF HEALTHCARE

Pair Team is positioned to become one of the defining healthcare companies of the next decade for several reasons that extend beyond their published clinical outcomes. They have demonstrated operational excellence in one of healthcare's hardest challenges. They have built technology infrastructure that could become industry standard. They have created a model that aligns incentives across multiple stakeholders. And they have done all of this in a market segment that is massive, growing, and desperately in need of innovation.

The operational excellence is particularly important. Healthcare is littered with companies that had great ideas but could not execute consistently at scale. Pair Team has proven they can deliver complex care coordination with 94% reach rates, maintain patient engagement averaging 3.3 contacts per month, and achieve transformational clinical outcomes. This operational capability is much harder to replicate than technology or strategy alone.

The technology platform creates multiple paths to value creation and defensibility. Arc is not just a tool for Pair Team's internal operations—it is potentially infrastructure for an entire industry. Companies that build platform infrastructure tend to compound their advantages over time as more organizations build on top of their platform, creating network effects and switching costs. If Arc becomes the standard platform for coordinating care across medical and social systems, Pair Team's competitive position becomes increasingly strong.

The stakeholder alignment is unusual and valuable. Patients benefit from better health outcomes and improved quality of life. Health plans benefit from reduced costs and better Star ratings. Providers benefit from patients who are healthier and better able to engage with primary care. Community organizations benefit from sustainable funding for their services. States benefit from better Medicaid outcomes and improved fiscal sustainability. When a business model creates value for every stakeholder, it tends to have staying power.

The market timing is exceptional. Medicaid value-based transformation is accelerating. State budgets are under pressure. Health plans are seeking solutions. Technology infrastructure has matured to enable sophisticated data integration. Clinical workforce models are evolving to include community health workers as professionals. Payment policies are becoming more flexible about covering social services. All of these trends favor exactly the model that Pair Team has built.

The team itself deserves recognition. Building a company that successfully integrates clinical operations, community partnerships, technology development, and complex contracting with government payers requires unusual versatility. The co-authors listed in the publication—including Nate Favini, MD, MS, Luke Mueller, Neil Batlivala, Jonathan Palisoc, Connie Kim, Andrey Ostrovsky, MD, FAAP, and Michael Ong—represent deep expertise across medicine, technology, operations, and health policy. This is the kind of team that can execute on a complex, multi-faceted vision.

THE VENTURE OPPORTUNITY OF THE DECADE

For investors, Pair Team represents several characteristics that define exceptional venture opportunities. Large addressable market with clear pain points and willing customers. Proven business model with peer-reviewed clinical evidence. Technology platform with potential to scale beyond direct service delivery. Strong market tailwinds from regulatory and payment transformation. Team with demonstrated ability to execute in a complex, challenging environment. These elements together create the profile of a company that could generate venture-scale returns.

The addressable market is enormous. Medicaid spending on high-need beneficiaries exceeds $200 billion annually. Even capturing a small percentage of this market would create a business with billions in revenue. The total addressable market extends beyond Medicaid to include Medicare Advantage plans serving dual-eligible beneficiaries, safety-net health systems, and potentially even commercial plans serving complex populations. This is not a niche market opportunity—it is a fundamental reimagining of how healthcare gets delivered to millions of Americans.

The business model has multiple revenue streams and paths to profitability. Direct service delivery through value-based contracts with health plans provides revenue that scales with patient volume. Platform licensing of Arc creates software revenue with better margins and different scaling characteristics. Partnerships with community organizations create ecosystem effects that could generate additional revenue opportunities. This diversification reduces risk and creates multiple paths to building a large, valuable company.

The competitive dynamics are favorable. Most care coordination companies struggle to serve the highest-need populations effectively, creating an opportunity for a company that has actually figured out how to make it work. The barriers to entry are substantial—building clinical operations, establishing community partnerships, developing sophisticated technology, and navigating complex payer contracting all require significant capability. Once Pair Team establishes themselves in a market, replicating their model would require years of investment and execution. This creates meaningful competitive moats.

The exit opportunities are multiple and attractive. Strategic acquirers could include health plans seeking to own this capability rather than contract for it, health systems looking to serve complex populations more effectively, or technology companies wanting to enter the care delivery market. The financial profile could support an eventual IPO if the company reaches sufficient scale and profitability. Private equity firms focused on healthcare services would likely be interested in a business with recurring revenue and proven unit economics. This optionality is valuable for investors thinking about potential exit scenarios.

The social impact compounds the investment thesis. Investors can feel genuinely good about building a company that improves health outcomes for some of America's most vulnerable populations while also generating attractive financial returns. This impact dimension helps with recruiting top talent, building partnerships, and maintaining team motivation through the inevitable challenges of building a healthcare company. It also creates goodwill with policymakers and potential customers in ways that benefit the business.

CONCLUSION

Pair Team's publication in the Journal of General Internal Medicine will be remembered as a pivotal moment in healthcare delivery transformation. The clinical outcomes—52% reduction in emergency department visits, 26% reduction in hospital admissions, meaningful improvements in mental health—demonstrate conclusively that high-touch care coordination can work for the most complex patients when designed and executed properly. But the real story is not just what Pair Team has achieved clinically. It is what they have built operationally and technologically to make these outcomes sustainable and scalable.

The three core innovations—treating community organizations as paid partners, deploying clinical teams into communities, and building Arc as platform infrastructure—represent genuine breakthroughs in how care coordination works. These are not marginal improvements on existing models. They are fundamental reconceptualizations of how to deliver comprehensive care to patients whose needs exceed what traditional healthcare can provide. Each innovation alone would be valuable. Together, they create a care model that is clinically effective, operationally sustainable, and economically viable.

The market opportunity is extraordinary. Medicaid transformation toward value-based payment creates exactly the right incentive structures. States and health plans are desperate for solutions that actually work. The addressable market measures in the tens of billions of dollars. Technology infrastructure has matured to make sophisticated care coordination possible. Regulatory flexibility is increasing. Workforce models are evolving. Every trend favors the model that Pair Team has proven effective.

For healthcare entrepreneurs, Pair Team demonstrates several important lessons. Clinical credibility through peer-reviewed research creates opportunities that marketing can never replicate. Technology platform development alongside service delivery creates multiple paths to value creation. Building genuine operational excellence in complex care delivery creates competitive moats that are difficult to replicate. Aligning incentives across multiple stakeholders creates business models with staying power.

The venture opportunity is clear. Large market, proven model, strong team, favorable timing, multiple paths to exit. This is exactly the profile of a company that generates exceptional returns while creating meaningful social impact. As Medicaid continues transforming toward value-based care and the pressure to serve high-need populations effectively intensifies, Pair Team is positioned to become the defining company in this space.

The patients who have been underserved by fragmented, episodic healthcare finally have a model designed around their actual needs. The health plans and states managing Medicaid programs finally have a solution that delivers meaningful outcomes and positive economics. The investors seeking opportunities to build consequential companies while generating attractive returns have found a compelling thesis. And the healthcare industry has proof that we can do much better for our most vulnerable populations when we commit to building the right infrastructure and supporting it with the right technology.

Pair Team is not just solving a healthcare problem—they are creating the template for how care delivery will work for complex populations for the next decade and beyond. The JGIM publication provides the evidence. The operational track record proves the execution capability. The technology platform creates scalability. The market opportunity is massive. This is what a transformational healthcare company looks like in its early stages. The next few years will determine whether Pair Team fulfills this enormous potential, but the foundation they have built suggests they are well-positioned to do exactly that.​​​​​​​​​​​​​​​​