Feel free to skip down to the survey questions below. The following FAQ is still being fleshed out over the next week so there is some copy missing.
What kind of company are you?
We're a Public Benefit Corporation with a strong tech backbone and a clear mission.
What’s the structure?
We’re using a SAFE (Simple Agreement for Future Equity), but with an additional option: if when we hit $1M/month in recurring revenue for three months, you can choose to start receiving revenue-based returns instead of converting to equity.
How does the revenue-based return work?
Investors who opt in get a share of 4% of our gross revenue, distributed quarterly, until they’ve received 5x their investment. The return is capped. Once you hit that 5x, your participation ends.
What if I prefer equity?
You can stick with the traditional SAFE terms. Equity converts on a future financing or liquidity event, per standard terms.
Is this a profit-share?
Not quite — it’s revenue-based. That means returns are tied to top-line performance, not net income.
What’s in it for the team?
We’ve allocated an additional 2% of gross revenue to be shared among employees, advisors, and founders with common equity. Everyone is rowing in the same direction.
Is this common?
Not yet — but more impact-driven companies are rejecting the binary of ‘exit or bust.’ Our structure is built for steady growth, real returns, and mission integrity.
Do I need to decide now?
Nope. You’ll have the option to elect revenue sharing within a year of us hitting the trigger. So you can wait and see.
What if I want to support the mission but don’t need a financial return?
You can always waive your return (either revenue or equity) and we’ll reinvest it directly into our impact goals. Or if you would prefer, you could make a tax-deductible contribution to the charitable aspects of our work via a fiscal sponsor. Just let us know if you’d like to pursue that option.
How do you assess impact?
{COPY COMING SOON}
How will you balance financial and impact incentives?
{COPY COMING SOON}
Why should I trust you?
{COPY COMING SOON}
Inner Critic: "The crisis is now and not in healthcare. You need to expand beyond nursing into the public square sooner."
{COPY COMING SOON}
How do I learn more about the business itself?
The best way is to review our business deck here. {COMING SOON} That addresses the standard topics (market pain analysis, how our solution addresses that pain, traction, business model, GTM, TAM, competitive analysis, etc). We are also happy to also share financials and/or discuss any other aspects once we talk.
In addition, you can get a sense on this site for how we are enlisting leading health systems to apply Slow Talk to the core pain in their systems. That "Relational Leadership Community of Practice" was announced by Cynda Rushton (Professor at Johns Hopkins) and Karen Doyle (Chief Nursing Officer at the University of Maryland Medical Center) on stage at the annual conference for the American Organization for Nursing Leadership on April 2nd. Leaders from 16 health systems formally expressed their interest in participating (aka becoming paying customers) within an hour of the announcement. We are now leading a selective process to identify the best 2-4 other systems to join Emory, UMMC and Memorial Sloan Kettering as "founding members" in that community of practice. (Scarcity + Social Validation + Community + Genuine Commitment to Addressing the Pain = Effective Customer Acquisition.)
Our initial focus is cracking the expansion code within only 5-7 systems for a several reasons.
1) The pain for the system is genuinely acute & systemic. If it works on a unit level, they'll be highly incentivized to roll it out across their entire system.
2) The Average Annual Contract Value
3) Working intimately with a handful of great systems to chart that path is the best way to crack that code.
4) It will enable us to credibly establish bottom-line system-level ROI to the core market pain in a very large sector.
So it will position us for substantial growth in 2027 and beyond.
Inner Critic: "Executing on the business effectively is a huge undertaking in its own right. Doesn't this longer-term mission pose a risk to your focus?"
Yes. It does. But:
Who governs the company?
Right now, our CEO is the sole board member. We’re in the early phase of governance development — and doing it deliberately.
We’re establishing a mission-aligned advisory body, the Slow Talk Circle, explained below. Over the next 18 months, we plan to form a full board by selecting members from this advisory group — a “date before we marry” model of governance. We believe it’s the most grounded, transparent way to grow and ultimately govern responsibly.
What would participation in the Slow Talk Circle look like?
The Slow Talk Circle is a curated advisory group of approximately 30 exceptional individuals who care deeply about the future of healthcare, democracy, technology, and human connection. It includes our early investors, advisors, and invited thought-leaders in democracy, civic engagement, healthcare, conflict resolution, media and tech. This isn’t a formal board. It’s a space to participate in thoughtful conversations that shape our company’s direction while also exploring broader societal dynamics we aim to address by:
Participation includes
The Slow Talk Circle is not just advisory — it's a community of co-creators. Over the next 18 months, we expect to invite 4 members from the Circle to join our formal board of directors. It’s a chance to get close to the work, help shape it, and potentially help steward its next phase.
What will $2.5 million enable you to achieve by when?
{COPY COMING SOON}
How will the proceeds be used?
{COPY COMING SOON}
