In a struggling medical alert company, the realization emerged that the core business was trust, not technology. Trust involved consistency, responsiveness, and reliability. Amid financial losses of $500K monthly, it became clear that the real issue was not lack of capital but care. The clients valued human connection over innovation. Instead of following trends in technology, the company prioritized better customer service, focusing on effective channels and investing in more employee training than competitors.
We weren’t in the technology business. We were in the trust building business. For us, trust meant three things: consistency, responsiveness, and showing up when it mattered most.
Sitting in that apartment in Niles, I saw something different. These weren't "users" waiting for the next innovation. They were people who'd learned that survival often depends on reliability, not novelty.
While VCs poured millions into smart pendants and AI-powered monitoring, I made a different bet: What if we just answered the phone better?
Cut three failing channels to focus on two that worked. Invested in humans: 10% more training than any competitor.
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