Discover/Riding Unicorns/What happened to Babylon Health after re...

For the very first time with AI, we now have the promise of creating an abundance of clinical supply, clinical skills. There is about 20 to 40% of what a clinician does that is highly routine, very repetitive tasks that they actually dislike.

Riding Unicorns · What happened to Babylon Health after reaching $1bn+...

“Now I don't think we can do that today.”

2:07 / 2:45

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So what we are now seeing with the advent of artificial intelligence for the very first time, and what gets me super excited, is that we now have the promise, not yet the reality, but the promise of creating an abundance of clinical supply, clinical skills. Right? Now I don't think we can do that today. I don't think AI can do a human's job today. But there is about 20 to 40% of what a clinician does, a nurse or doctor, that is highly routine, very repetitive tasks and processes that they actually dislike.

Why this clip

Specific percentage (20-40%) combined with a bold vision statement about AI's healthcare potential. The insight about clinicians disliking routine work adds human dimension to the business case.

2:07 - 2:4539sBusiness Mechanics

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Riding Unicorns

Bold/Contrarian

I grew Babylon 400% a year, and I can tell you it's incredibly, incredibly hard to go at that rate continuously. The VCs who are saying this kind of stuff, if you look at the guys who are talking about it, they have never run a business.

This is a direct attack on VCs from someone who built a billion-dollar company, combining specific data (400% growth) with a provocative claim about VC hypocrisy. The contrast between lived experience and armchair criticism creates compelling tension.

31:35 - 31:5521s

Riding Unicorns

Consequences

The last time you went to a doctor, she probably was rushed. You probably had a lot of questions to ask that you didn't, because you thought 'I don't want to take the time.' You're of a generation that is far more demanding than the generation that was very reverent towards the medical community.

This identifies a universal pain point in healthcare while framing generational change. The second-person address makes it immediately relatable, and the observation about changing patient expectations is both insightful and quotable.

25:17 - 25:4528s

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