After a lot of reflection, I’ve decided it’s time for me to start climbing the next (professional) mountain.
Building Vatica Health from an idea into the #1-rated solution in our space — operating in dozens of states, supporting thousands of providers, serving more than 1 million patients, and growing to 750+ employees — has been the greatest professional accomplishment of my life. Full stop.
When I started Vatica, my daughters were still in diapers. Today, one is in college and the other is in high school. That alone tells you how long, and how fast, this journey has been.
Back then, Vatica was little more than a few terribly designed slides, a lot of conviction (bordering on delusion), and a belief that healthcare could be done better. (The slides were objectively terrible.) What made the difference over time wasn’t polish — it was people.
I’m incredibly grateful to the employees who poured their talent, energy, and belief into building something meaningful. We were fortunate to have two successful exits and to partner with a couple of outstanding private equity firms along the way. None of this would have been possible without the support of early investors who believed in us when it was nothing more than an idea — and a belief that we could figure things out as we went.
There are far too many people to thank, but I’d be remiss if I didn’t call out a few:
Averel Snyder MD, CRC, CDEO, CPC, my co-founder and (more importantly) my step-brother. He left a career as a prominent heart surgeon to chase this slightly delusional dream with me, and his insight — particularly the decision to pivot into risk adjustment — was instrumental in driving our differentiation and success.
Hassan Rifaat, one of the best decisions I made at Vatica was firing myself as CEO and handing the reins to Hass. He is an extraordinary operator (and an even better friend), equally effective at 20,000 feet and two inches off the ground, with a rare mastery of every nuance of the business.
And, of course, my wife — whose patience, support, and steady belief made all of this possible. Behind every “great man” is a far better partner doing the real work, keeping things grounded, and occasionally reminding him that he’s not nearly as funny — or as smart — as he thinks he is.
What I’m most proud of isn’t just what we built, but how it was built: with integrity, resilience, and a constant willingness to adapt as the business evolved. We had the privilege of employing a lot of people over the years and, in doing so, positively impacting not just their careers, but their families and lives beyond the office — a responsibility I never took lightly.
Transitions are bittersweet. There’s pride, gratitude, and — if I’m honest — a heavy heart that comes with stepping away from something that’s been such a defining part of my life. Reaching a peak is deeply rewarding, but I’ve learned that staying too long at the summit can quietly breed complacency. New challenges — and growth in all aspects of life — are what ultimately drive my sense of purpose and contentment.
As I step out of day-to-day operating roles (though not going far, as I’ll remain involved as a Senior Advisor), I’ve been reflecting on what actually creates durable value in businesses — and what founders often learn too late.
Years ago, I heard Naval Ravikant say, “Productize yourself.” I’ve been fortunate to accumulate experience from multiple vantage points — as a founder, investment banker, corporate attorney, and investor. That perspective has shaped how I think about building companies, navigating complexity, and enhancing enterprise value over time. Alongside that, years of meditation and study of Eastern philosophy have informed a personal operating blueprint centered on health, clarity, relationships, and equanimity.
Looking ahead, I’m excited to apply these experiences in service of other founders — not just to help build valuable businesses, but to build lives and legacies that are thoughtful, resilient, and enduring.
More to come. For now, just gratitude — and appreciation for everyone who helped turn a handful of bad slides into something beyond my wildest expectations.