excited to announce the micro relationship engine it pulls in all your connections and lets you message them on any platform & automatically updates their profiles and CRM records but don't call it a personal CRM:

You can read the full announcement on our blog, but I thought I'd editorialize a bit more here and tell more of the backstory of what happened over the past 18 months. In late Feb 2024, I brought our engineering team into a war room. Change Healthcare – the nation's largest clearinghouse for processing healthcare claims between providers and insurance companies – had been down for almost a week due to a cyberattack that would ultimately take them out for 2 months. It’s hard to explain the magnitude of the outage to people outside the healthcare industry. Nearly 40% of healthcare claims processed in the United States flowed through Change’s platform. They processed an aggregate $1.5 trillion of claims volume annually – 15 billion claims in total. Healthcare spend in the US is $4.9 trillion annually – 18% of total GDP – which means that when Change went down, it was processing roughly *5.5% of US GDP*. We worked around the clock to launch our drop-in replacement for their clearinghouse, which we did 5 days later. We were in the right place at the right time, but so were a lot of other people – this didn't exactly happen in private. We were able to do this because we had spent the previous 6 years building the underpinnings of a platform that could power a clearinghouse. It's funny because by February 2024, we had what we thought was product market fit – our EDI processing platform was used across retail, logistics, healthcare, and more. We had plenty of customers, but even with all of the work that we had put in to make our EDI processing platform easy to use, it still took weeks or months for companies to get up and running, because each connection had to be set up one-by-one. Customers were willing to put in the work, but it was still a far cry from what I had set out to do from the earliest days. I always loved Uber's original mission statement: 'To provide transportation as reliable as running water, everywhere, for everyone' (its current mission statement – 'To reimagine the way the world moves for the better'– is watered down corporate nonsense). My goal was similar: to make business-to-business transactions as reliable as running water. In our January board meeting, I said that our plan for the back half of 2024 was to finally move another level 'up the stack' and to offer turnkey transaction functionality in healthcare – the only place where it's currently possible to do so, thanks to regulatory-enforced transaction schemas and robust network of interconnectivity – by building a clearinghouse. It became clear a few days into the outage that Change wasn't coming back online anytime soon, or perhaps ever. We accelerated our plans and launched over the weekend. It was pandemonium. For the seven weeks after launch, I couldn't leave my keyboard for more than five minutes at a time – most days from 4:30 or 5am until midnight. Six/seven figure deals went from initial phone call or text message to signed terms in under an hour. A couple of weeks in, I went for a quick walk to get outside, and took three phone calls from CEOs and CTOs who were desperate to get back online. We sent people to their offices and had them integrated and processing claims within hours. It's strange to tell this story now because our world was almost entirely about the Change Healthcare outage for a couple of months last year, and we've hardly thought about it since. They eventually came back online and the dust settled. None of our customers who signed and went live switched back. But at the same time, Change stopped hemorrhaging customers – the companies who were going to jump ship, jumped ship. Yet our growth has only accelerated. Last month, we signed 5x the number of customers that we signed at the height of the Change outage. Stedi has become the de facto choice for virtually every new venture-backed health tech company – and as later-stage health tech companies and traditional institutions revisit their legacy clearinghouse dependencies in the wake of the Change outage, Stedi’s cloud-native, API-first platform has become the obvious choice. But more and more, our growth is driven by GenAI use cases from all segments of the market – from brand new startups to traditional companies coming to Stedi to build agentic functionality into their existing platform. One-third of our customer base is now made up of fully-native GenAI companies. Development teams hit frustrating roadblocks with legacy clearinghouses. The legacy clearinghouses were built pre-cloud computing (and in many cases, pre-internet), and most are the result of a series of private equity acquisitions with tech stacks that were never harmonized or modernized. They offer only the bare minimum of hopelessly outdated APIs – most of the functionality offered by legacy clearinghouses is not accessible programmatically. Stedi’s approach is API-first: every piece of functionality available through our user interface is available via API. Our thesis is simple: as more and more aspects of software are subsumed by agentic workflows, companies will shift ever-greater portions of their workloads to the platforms that offer the best accessibility and legibility to AI agents that are performing actions; since other clearinghouses don’t offer ways to perform tasks programmatically, customers will continue to migrate to Stedi as they build net-new workflows, or as they find that existing workflows come to exceed the requirements afforded by other clearinghouses. We have a single question that we use to guide our roadmap decisions: does this make it easier for humans and agents to interact with our platform? This has dozens of small improvements alongside bigger launches – notably our MCP server last week and our own native agent yesterday. Venture capital is a wonderful thing – it would not have been possible to spend 6+ years building a platform without it. This latest funding allows us to accelerate hiring of world-class talent across engineering, product, design, business operations, and more. If that sounds exciting to you, send me a note.

Out of the 150 companies that are listed in YC's Summer 2025 batch, 68 mention "agents" in their descriptions. That's almost 50%! 🤯

5 of the 12 companies that @humbavc's current fund backed in 2024 have raised rounds/signed term sheets in the last 45 days! The "VC summer slowdown" meme increasingly feels like an outdated myth. All of the founders and investors I know are working hard.

VC: Hi, fintech founder! What's your customer acquisition strategy? Founder: we're thinking about launching an airline.

I was fired from OpenAI today. I ran our data visualization team. Here's a chart the illustrates the brutal emotional roller coaster from the last few days:

I had access to GPT-5. I think it is a very big deal as it is very smart & just does stuff for you Full write up in comments, but this is “make a procedural brutalist building creator where i can drag and edit buildings in cool ways" & "make it better" a bunch. I touched no code

AI: “I’m now superhuman at math and won a Gold medal in the world’s most prestigious math competition. Also AI: “This is the best unicorn I can draw.”

If you’re a software engineer fired up by @reindsummit + want to get involved ASAP, reach out to us @HeliuxInc. We’re building the centralized operating system for manufacturers—our platform powers a manufacturer’s ops across engineering, supply chain, production, and more.

when investors catch you including "equity raised" in ARR