Dave Windley

I wondered if you could highlight or discuss uptake in the GLP-1 programs that you have

We've heard some consultants suggest that like fraud targets in state rate development can actually create, air quotes, a go get for the plans

I'm wondering if you have enough data, so far to see whether the utilization patterns of those, those you know, buy down bronze members are meeting your expectations

what the market size is today? What assumptions you are making about further attrition over the balance of the year and, therefore, further shift in morbidity

do you think it should go risk and the risk pool should go up? Is that what you were implying

if you have, Drew, done a zero utilizers analysis in your plans, maybe particularly in some of the red states or FF -- federally facilitated marketplace states

Last year you entered into 2025 with some clients kind of booking some fast-burn, wanted-to-start-quickly type studies

Would you be willing to provide some color on what those targeted divestitures are?

You mentioned the long-term studies and wanting a balance of both inferring -- want to see more short term. Are you seeing that?

Are you seeing anything like that? Is that something maybe you've already seen and it's flowed through

where can that go, both near term and long term, I guess, to support a revenue base despite a backlog decline?

is it right to think that something a little south of $60 million is your comp number from last year?

I wonder if you have a clear assessment of how many customers, say, away from NIH are dependent on NIH funding?

how much visibility are clients able to give you on that type of thing? For example, if there's another restructuring coming

is this a signal that pricing is, you know, the kind of the pricing demands from clients are intensive?

I wanted to understand the assumptions embedded in that for '27 in terms of your expectations for member attrition

Is that all same store, or does that contemplate an exit of a state or an end of a contract

you're basically saying the pool is deteriorating, your book is basically shifting in line with the broader risk pool. So your risk adjustment assumptions don't change

I wanted to switch to CenterWell and the operating cost ratio there, which ran a little higher than we were expecting

I wondered if you could remind us what your assumptions for trend were this year in light of your comments about costs developing in line

I believe in I want to focus on membership, please. Included in the membership decline this year was, I think, about a 140,000 duals

what is the trajectory of pass-throughs and how should we think about how that's affecting margin

how that has played out through the middle of the year or through this year in terms of contributing to the RFP flows improvement

talk about margin performance by segment

what are the cost levers that you're pulling to be able to eke-up your margin just a little bit

I think you're suggesting that you're consolidating the number of facilities. I wondered how many or what operating efficiency you might expect to pick up

Are you expecting that to come back and is that coming back early in the year or more spread during the year?

Does that largely flow through the -- are you kind of operationally hedged on the FX

if management had more conversations with your hospital clients in terms of how they are assessing the potential impact of OB3

I wanted to come back to Optum Health or -- yes, the Optum Health on the PDR and the lives associated with that

is that across the portfolio of payers? Are you mostly harvesting that from the UHC portion, the non-UHC portion?

Could you talk about the sources of that efficiency, perhaps a nod to AI and some of the technology that you've talked about

I'm wondering if AI is shining a brighter light on the benefits of standardizing on Veeva for that automation

your agreement with IQVIA does not restrict you in any way from pursuing the development, the applications that you want to

What is the path to a, you know, doubling or maybe even two and a half times number of products in CRM look like and are AI agents part of the count

Is that speed to get full implementation? Or is that efficiency and speed of their organization once they are fully implemented

if appointments were approved and if appointments followed through on some of their desires and direct-to-consumer advertising was eliminated

it still seems like there's quite a bit of opportunity there. Looking back in the model, revenue look to be at a record level

You've made the decision to retire. Could you talk to us about that, please?

I want to understand how your tech transfer activity and the rebalancing of capacity is progressing in the context of some comments that you have already made

the leadership team that you need to build for the next, say, five years of your company's growth

you have some offsets in there and other otherwise that are helping to mitigate that mix trade-off

that you hoped to get some of this incentive fee value kind of converted into base price

the investments in SG&A and R&D, what are those specifically?