The novel digitization of healthcare data and the compelling opportunity for technology

The U.S. healthcare industry is undergoing a rapid technological transformation underpinned by the recent and novel digitization of healthcare data. Historically, the healthcare industry has operated in an offline fashion (e.g., paper records, phone calls, faxes, etc.), and the utilization of digitized healthcare data was largely limited to insurance claims. Today, healthcare generates ~30% of the world’s data and its data volume is projected to grow faster than that of any other industry.[1] At the same time, technology adoption within healthcare remains low; as evidence, consider that the financial services industry spends ~3x as much on software per year relative to the healthcare industry, despite being only one-third of the size.[2]

In our view, the proliferation of healthcare data is principally the result of three factors:

1. Ubiquitous adoption of electronic medical record (EMR) platforms

2. Growing availability of genomic data

3. Increased use of wearable healthcare devices 

The first followed the 2009 HITECH Act, which provided incentives for healthcare providers to purchase EMR technology platforms; accordingly, as of 2019, ~96% of healthcare providers had adopted an EMR, up from only ~8% in 2008.[3] 

The second is a derivative of the dramatic reduction in genomic sequencing costs over the past two decades – from ~$95M per genome in the early 2000s to only ~$500 today.[4] The resultant proliferation of genomic data has had a transformative impact on the medical field and led to a myriad of advances in treatment and MedTech, particularly around understanding how an individual’s DNA contributes to varying health and disease outcomes. 

Finally, the growing use of wearable healthcare devices (e.g., smart watches, blood glucose meters, etc.) has resulted in troves of real-time, patient-generated data that is increasingly being used for real-time patient monitoring and intervention applications, as well as in clinical trials to both expand patient accessibility and improve data capture. 

Until recently, all three of the aforementioned types of healthcare data existed either in an offline format (e.g., paper records) or essentially not at all (e.g., genomic and wearables data). Note that there are several other types of healthcare data consistent with this trend, including, but not limited to, lab, medical imaging, and social determinants of health (SDOH) – all of which are important and have their own idiosyncrasies. In our view, however, drivers #1 – 3 outlined above are the three most notable and encompass the broadest array of healthcare data; accordingly, this piece focuses principally on those three.

As a derivative of unsustainable growth in U.S. healthcare expenditures, coupled with a growing need to improve health outcomes, the healthcare industry has reached a profound inflection point. Against this backdrop, we have strong conviction that numerous category-defining, franchise technology companies will be built that utilize healthcare data to address the industry’s most ambitious problem statements and pain points, including increasing drug discovery and development productivity, improving diagnostic quality and care coordination, driving operational efficiencies, and improving the overall patient experience – all vectors which also improve patient outcomes. In our view, these technology platforms have the opportunity to drive an enormously compelling ROI for industry stakeholders across a myriad of use cases and applications.

Having said all of that, there are several foundational considerations that render healthcare data uniquely difficult to utilize. While the complete list is rather long, here are some of the more notable roadblocks:

1. Healthcare data exists in silos generally organized by data type (e.g., clinical records, insurance claims, genomic, lab, imaging, pharmacy, etc.)

2. Custodians of one type of data are unlikely to be willing to share it with other industry stakeholders (e.g., a provider with clinical data vs. an insurer with claims)

3. There is no ubiquitously utilized enterprise master patient index (EMPI) that can be used to pair datasets at the patient level; single data sources by themselves present an incomplete picture

4. HIPAA compliance and other regulatory considerations heavily restrict data access, sharing, and utilization rights

5. Different data formats and connectivity standards introduce added complexity and friction in terms of data sharing (though some recent industry initiatives are helping)

6. ~80% of healthcare data is unstructured (e.g., free-text notes, images, etc.) rendering it difficult, if not impossible, to use in its current form[5]

In our view, these challenges, coupled with the growing volume and diversity of healthcare data sources, present a unique opportunity for technology companies to deliver significant value to the healthcare industry. We sub-segment the technology companies that benefit from this theme into four buckets, including: 

1. Infrastructure and enabling technologies

2. Data analytics

3. AI / ML to drive decision-making

4. AI- / ML-enabled automation

Note that #1 and #2 are not mutually exclusive, while labeled and annotated training data are prerequisites for #3 and #4. Below we’ve shared a bit more about each category, as well as some representative vendors that fit into each.

1. Infrastructure and enabling technologies – Help connect, normalize, curate, and manage data across disparate sources and formats; examples include 1upHealth, Datavant, Health Gorilla, HiLabs, Innovaccer, Lifebit, Mendel, Ribbon, TetraScience, Tripleblind,, and Veda Data Solutions

2. Data analytics – Packaged, self-service analyses via an application layer and / or curated data delivered via an API; examples include Kipu*, Komodo Health, H1 Insights, OM1, and Truveta

3. AI / ML to drive decision-making – Use labeled / annotated data to train AI and ML models that help end users make better informed, more efficient decisions; examples include Aidoc*, BenchSci*, Deep 6 AI, Diagnostic Robotics, Iterative Scopes, Paige.AI, and Unlearn

4. AI- / ML-enabled automation – Use labeled / annotated data to train AI and ML models that automate business processes and workflows; examples include Syllable*, Abridge, AKASA, DeepScribe, Memora Health, Notable Health, and Robin Healthcare

* TCV portfolio companies

We further believe that technology companies across all four categories have an opportunity to differentiate and establish competitive moats along the four dimensions outlined below. To be clear, compelling technology platforms need not check all four boxes – some may only check one of them.

1. Unique access to healthcare data – This can be a derivative of business model (e.g., open / network-based system), via barter or give-to-get relationships, long-term data sharing partnerships, and / or customers contributing data, among other levers

2. IP that integrates, curates, and prepares the data for downstream use cases – This may take the form of technology tooling and / or organizational know-how (e.g., the process for cleansing the data)

3. Functionality that applies healthcare-specific contextualization – This often involves both platform functionality as well as clinically / scientifically trained personnel in order to ensure effective platform utilization by the end user

4. Software applications that deliver value in the context of specific business use cases and workflows

In closing, the U.S. healthcare industry is perhaps the last major industry to undergo digitization; it is also one of the largest. Against a rapidly growing volume and diversity of healthcare data, coupled with challenges and complexities associated with its use, we believe there is an extraordinary opportunity for technology to play a leading role in audaciously unlocking and delivering value across multiple sub-segments, functions, and applications in healthcare. Accordingly, we at TCV are incredibly excited to continue to partner with companies boldly seeking to utilize healthcare data in order to fundamentally transform both the development of novel medicines and provision of patient care, and, ultimately, to improve patient outcomes.

1 Source: RBC.

2 Source: Gartner. Size of industry measured in terms of contribution to U.S. GDP.

3 Source:

4 Source: NHGRI.

5 Source: NCBI.


The views and opinions expressed are those of the speakers and do not necessarily reflect those of TCMI, Inc. or its affiliates (“TCV”). TCV has not verified the accuracy of any statements by the speakers and disclaims any responsibility therefor. This blog post is not an offer to sell or the solicitation of an offer to purchase an interest in any private fund managed or sponsored by TCV or any of the securities of any company discussed. The TCV portfolio companies identified, if any, are not necessarily representative of all TCV investments, and no assumption should be made that the investments identified were or will be profitable. For a complete list of TCV investments, please visit For additional important disclaimers regarding this blog post, please see “Informational Purposes Only” in the Terms of Use for TCV’s website, available at

TCV invests in Evisort to deliver scalable, AI-powered contract management

Contracts are at the heart of business, enshrining a company’s rights and obligations across areas ranging from sales transactions and supplier relationships to employment agreements and beyond. Resulting from this centrality, rising contract volumes and legal complexity have made contract management unmanageable without leveraging technology.

Evisort delivers end-to-end contract intelligence software that turns contracts into data. Customers use a simple, intuitive interface to extract critical context from contracts, integrate that data into other enterprise systems, and automate a wide range of legal and operational workflows – themselves codified in contract data. Evisort’s platform is powered by award-winning AI that is purpose-built for contracts and trained on over 10 million documents, thereby driving a differentiated customer experience and rapid, tangible ROI.

We are thrilled to announce TCV’s Series C investment in Evisort. We believe that contracts have been both an under-managed source of risk and under-explored source of value for companies, and that Evisort’s AI-powered Contract Intelligence Platform solves increasingly important pain points for businesses of all sizes, ranging from the Fortune 500 to mid-sized companies alike.

Evisort was founded in 2016 by lawyers and technologists who saw the need for automation in contract management.  The platform started as an intelligent analytics engine that extracts clauses and metadata to index contracts and their contents, making them easily searchable and manageable without manual data entry. Evisort’s AI further contextualizes the contract, indicating what type of contract it is, identifying counter-parties, flagging auto-renewal dates, and more.

More recently, Evisort has been adding workflow capabilities – relevant for coordinating contracting processes and operational workflows across the business. Evisort’s end-to-end approach ensures that all contract data is located in one repository, minimizing security risks, reducing the number of required integrations, and allowing the system to apply learnings from previous contracts to new ones.

More than any other contract management software business we’ve evaluated, Evisort’s AI platform supports a wider range of teams, industries, and use cases. Sales teams use Evisort to drive sales and renewals by reducing contracting friction and speeding time to agreement and revenue recognition. Legal departments use Evisort to drive compliance, quickly find and report on critical information, and act as a single source of truth. Procurement and sourcing organizations rely on Evisort to accelerate purchases, negotiate stronger agreements, and manage supplier risks more effectively. In all cases, Evisort drives efficiency by reducing reliance on manual legal review – a major bottleneck in many contracting processes.

Transforming the future of contract management

Evisort’s Contract Intelligence Platform has three main capabilities:

AI-Powered Contract Analytics and Insights: Evisort extracts data from contracts, produces critical insights, and reports on those insights in an easy-to-use dashboard, so that users can focus on higher value tasks. This contract intelligence is then used to generate workflows across the organization. Evisort is focused on delivering the intelligence layer between core operating systems such as customer relationship management and enterprise resource planning platforms.

Intelligent Contract Lifecycle Management: Evisort provides contract request intake, contract drafting, approvals, version control, and repository (storage, search, reporting) features. Evisort’s platform creates a source of truth so teams can centralize knowledge, collaborate easily, and simplify contract administration.

Central Contract Repository and Integrations: Evisort’s no-code platform lets legal, sales, and procurement teams self-serve, taking the burden off of IT teams and providing immediate configurability. Evisort easily integrates into existing systems to minimize the need for data migration and accelerates deployment because employees can work from the systems they already use.

Why now: A big market waiting for the right end-to-end product

At TCV, we have invested extensively behind the digitization of the legal industry – having backed innovative legal technology industry leaders such as Clio, LegalZoom, and Avvo. As part of our work in this space, we have been closely following the evolution of the CLM market for nearly a decade. In that time, customers consistently indicated a desire to manage both new and existing contracts in the same place – in other words, a true end-to-end platform. Over the last several years, our conversations in the space increasingly indicated that Evisort’s founders Jerry, Jake, and Amine had built exactly that and Evisort’s platform was seeing accelerating adoption in a largely greenfield market.

Evisort customers – which include our portfolio companies such as Netflix – typically start with analytics use cases to understand existing contracts, and then add pre-signature workflow to more efficiently generate new contracts. From there, thanks in part to Evisort’s ease of use, usage often quickly expands to additional teams and stakeholders within their organization. For customers, the results are industry-leading time-to-value, implementation speeds, self-service analytics, and flexibility to apply contract-based insights to a wide range of business functions. For Evisort, a cohesive and forward-thinking strategy appears to have translated into an innovative and fast growing company in an exciting market.

Looking Forward

As we look to the future, we are incredibly excited about the tailwinds strengthening Evisort’s value proposition for its customers. Businesses of all sizes have more contracts and a greater need to manage them than ever before. The compliance and regulatory environment also continues to evolve, requiring businesses to maintain constant visibility into their contract corpus. And companies are increasingly leveraging the data embedded in contracts to drive business processes across sales, procurement, operations, and finance.

Given that robust backdrop, we are incredibly excited to work with Jerry, Jake, Amine and the rest of the Evisort team to maximize the opportunity for AI applications in contract management.


Empowering the growth mindset: Next gen people SaaS

The employer-employee relationship is being reshaped and the next generation of HR software vendors are helping employers attract and retain the best talent

At long last, companies are waking up to the reality that the talent they employ is their most strategic, and ultimately differentiating, asset. However, in a somewhat ironic twist of fate, attracting and retaining talent is more difficult than ever before, driven by near decade-low unemployment rates, the much touted Covid-induced “Great Resignation”, and global competition for increasingly diverse and inclusive talent. Employers are also facing hybrid work as the new normal, as well as a generational shift to Millennials as the dominant employee base. 

The task for navigating these challenges is being laid at the feet of HR teams, whose responsibilities now span everything from driving Diversity, Equity, and Inclusion (DE&I) initiatives and improving organizational health and wellness to reducing employee attrition and navigating hybrid work / the return to the office. All of this in turn necessitates a much more strategic approach, and has escalated the importance of People teams to mission-critical as organizations recognize they need to do everything in their power to hire, nurture, and retain top-tier talent.

At the same time, People teams have historically relied on a legacy stack of outdated and inflexible software tools (e.g. ADP, SAP Successfactors, Oracle HCM, and Ceridian) that have acted primarily as systems of record rather than systems of engagement built for a hybrid work-environment and focused on employee user-experiences and organizational ROI. These tools are unable to drive employee engagement and lack the functionality required to enable People teams to operate effectively.

Enter Next Gen People SaaS, the new-age of HR software tools seeking to empower People teams looking to align People operations with overarching company strategy. 

These vendors are going after a massive market opportunity – Paychex, Workday, and ADP alone comprise $200Bn in market cap. That said, the market is not homogeneous, and the dynamics in each segment are nuanced. For instance, while the SMB market is largely greenfield (running many HR processes on paper and Excel), the enterprise market is rife with legacy solutions that are difficult to integrate with and thus organizations are left with tool sprawl, where a spaghetti-mix of 50+ different HR tools is not unusual. 

We at TCV have been lucky enough to partner with next gen HR leaders including LinkedIn, Grupa Pracuj (the largest job board in Poland), Hirevue (AI-driven talent assessment and video interview platform), Perceptyx (employee surveys and people analytics platform), OneSource Virtual (Business-Process-as-a-Service vendor for the Workday ecosystem) and more recently Darwinbox (cloud-native end-to-end HRIS platform for Enterprise), and Humu (enterprise-grade digital training platform). In addition, we have also had the opportunity to both collaborate with and learn from a deep bench of People-team leaders across our portfolio, including TCV Venture Partner Jessica Neal, the former Chief Talent Officer at Netflix. We continue to believe there are enormous opportunities ahead in HR and expect to see innovation arise from every corner of the globe. Here are three of the major themes we believe will shape the HR-tech landscape in the coming years.

#1: HR products built for employees

While we are now used to frictionless, user-friendly tech experiences everywhere in our personal lives, the software tools many of us use daily in the workplace are clunky and counter-intuitive. Next Gen People SaaS is changing this paradigm by putting employee experience at its heart and, in the process, turning systems of record into systems of engagement, driving ever-higher ROI, as well as enabling flexibility with how employees engage with employers.

Best-in-class UX is required for Next Gen People SaaS

Superior UX enables employees to self-serve to a much greater degree, alleviating the administrative burden on People teams. Geographic and vertical context also becomes relevant. For example, offering a truly mobile-native and mobile-optimized (note: not the same as just having an app) UX in emerging markets and frontline industries can be critical in driving access and engagement across the full employee base. This is a key factor that underpins the  strong momentum seen in companies like Darwinbox. Many new-age tools also monitor traditionally “B2C” KPIs (e.g. DAU/MAU, sessions per day), while also continuously A/B testing to drive better user engagement, thereby unlocking workforce insights that legacy tools with poor user uptake are simply unable to access. By utilizing Next Gen People SaaS, People teams can drive heightened employee engagement while also gaining meaningful insights in culture, sentiment, and employee performance.

Employing talent on its own terms

The days of inflexible, full-time, in-office employment are largely behind us. Companies have realized that, in the war to hire world-class talent, the ability to offer flexible employment (e.g. remote work from anywhere in the world, freelancing) can be a critical differentiator. That said, this creates enormous challenges for People teams, as running onboarding and compliant payroll and benefits across full-time and freelance employees in several countries is fraught with complexity. This has driven the rise of a host of new tools (e.g. employer of record, aggregated global payroll, end-to-end freelancer management tools) to simplify this process and alleviate companies of onerous compliance and administrative burdens. We believe these tools will further embed themselves into the core-HR stack of the hybrid workplace of the future.

#2: Talent is at the forefront of HR product innovation

The ongoing war for talent will dramatically reshape the HR tech-stack in the years ahead. Given the criticality of talent as a key differentiator, we expect to see accelerated innovation and the rise of best-in-breed point solutions (particularly for larger enterprises) at every stage of talent management process:


Professional networks, such as former TCV investment LinkedIn, have become staples of the HR toolkit. That said, there are further opportunities to enrich data from existing networks and build more advanced, automated searches powered by AI:  e.g. aligning with an employer’s diversity and inclusion goals, helping to automatically elevate talent at the right stage in their careers, prior candidate rediscovery, etc.

Screening and recruitment

We are seeing two major, and often simultaneous, themes reflecting the growing war for scarce talent – 1) a pivot towards building candidate-friendly recruitment experiences vs. being employer-centric (as much as employers are trying to better evaluate whether a candidate is a good fit for them, savvy candidates are doing the same with potential employers); 2) a pivot away from interview processes focused on subjective individual assessments towards more quantitative, standardized screening that collects dozens of data points along the candidate journey to reach better, less biased recruiting outcomes. 


Retaining and nurturing talent have become highly strategic areas for employers, exacerbated by the generational shift towards a Millennial employee-base. We have seen the rise of increasingly sophisticated solutions for engaging and training talent, including a focus on individualizing content delivery. For instance, TCV portfolio company Humu helps teams instill and develop effective workplace habits through the use of behavioral nudges. At the core of Humu’s differentiation is the focus on delivering the right content, to the right person, at the right time.

Although the supply of world-class talent in every department is scarce, nowhere is the effect of the war for talent felt more acutely than in R&D. As ‘technology’ has shifted from being a standalone industry vertical to a horizontal foundation that nearly every industry depends upon, demand for engineering talent has never outweighed the supply more dramatically. Given that analysts continue to forecast a global technology talent shortage of nearly 5M workers by 2030[1], we anticipate this will be a defining trend of the 2020s and will continue giving rise to engineer-focused talent solutions.

While we expect the proliferation of talent-focused point solutions to continue, at the same time, we expect to see other segments of the HR stack begin to rebundle. Many mid-market and enterprise People teams have experienced massive tool proliferation over the last years (some using as many as 50+ different HR apps!) and tool sprawl is now becoming increasingly challenging to manage. As a result, we expect to see many core HR tools (e.g. time & attendance, benefits etc.) naturally aggregate thereby providing HR teams and employees with seamless, end-to-end integrated workflows.

#3: The specialization (and verticalization) of HR

In spite of the fact that both employer and employee needs vary significantly by size, industry, and geography, many vendors historically have offered a ‘one-size-fits-all’ HR proposition. As a result, there have been a number of historically overlooked and underappreciated market segments that represent massive greenfield opportunities when innovators focus on them explicitly. Going forward, as we have seen with broader vertical SaaS over the last decade, we expect to see the rise of verticalized HR vendors who focus on a specific customer segment and offer a much deeper, more tailored proposition than a generic, horizontal platform. In addition to this, we believe there are clear parallels with our theses around the office of the CFO and SaaS as a network whereby the verticalization of HR also gives rise to the opportunity for vendors to offer a bundled solution which in turn can drive TAM expansion, improved retention, better unit economics, and a more strategic relationship with customers. Two major expressions of this that we are focused on are 1) the rise of SMB-focused platforms and 2) tool-building for frontline workers.

Rise of SMB platforms

People teams in SMBs have historically been notoriously overstretched, understaffed (or even nonexistent!), and undertooled. More often than not, the “core People” platform is pen-and-paper or an Excel spreadsheet that is error-prone, time-consuming to update, and only acts as a very basic system of record. 

Increasingly, as SMBs are having to up their game and offer great employee experiences irrespective of resource constraints, we are seeing a new generation of arms dealers cater to this enormous yet enormously underserved market segment. Given the greater propensity for SMBs to purchase bundled solutions, we believe that vendors who can land with a mission-critical beachhead have an opportunity to expand their footprint and build a single-aggregated People suite for SMBs. 

We see two primary beachheads into the SMB today – the central people data repository (“HRIS”) and Payroll (mission critical from day one). Companies in such a position have a unique opportunity to build an ecosystem of integrations with best-in-breed tools (e.g. for performance, engagement, training and onboarding, interviewing, etc.), further embedding themselves as the epicenter of the new SMB People stack, and potentially over time branch out and cross-sell other People modules and even financial services (e.g. insurance, expense management, etc.). As outlined above, this drives a multitude of benefits (ARPU expansion, improved retention, deeper customer relationship, etc.). 

Given the sheer scale of the SMB base (e.g. SMBs typically represent ~50% of national GDPs[2]), the market opportunity for even national or regional champions is enormous.

Building for the frontline

Despite the fact that nearly 2 billion people currently work on the frontline and nearly every organization employs a combination of desk-based and frontline workers, HR tools have historically catered primarily to longer-tenured, desk-based employees. That said, this is changing as organizations are increasingly recognizing the importance of engaging their frontline workforce, in no small part catalyzed by the recognition of the critical role frontline workers played in helping navigate the Covid-19 pandemic.

The requirements of frontline employees can differ significantly from those of desk-based workers. As a starting point, many frontline workers lack access to a desktop (so being truly mobile-optimized and deliverable to a variety of endpoints is mission critical); they may not have a company email address (which has implications for security as well as means of communication); and they often have more flexible, shift-based working hours (which has implications for time/attendance/payroll). In addition, hiring, training, and onboarding may need to happen in a matter of hours, versus days or weeks for desk-based employees.

We are now seeing the rise of HR tools optimized to service the unique requirements of this historically underserved segment of the workforce. Going forward, mirroring the rise of vertical SaaS in the past several years, we expect to see continued specialization of HR platforms by worker type, which in turn is a stepping stone towards industry verticalization. As with the SMB opportunity, this could in turn drive opportunities to offer bundled HR solutions such as employee learning, time and attendance, and payroll.

What excites us

While great progress has been made modernizing the HR technology stack in recent years, the unprecedented challenges HR teams face when looking to hire and retain world-class talent are more pertinent today than ever before. We believe this will continue to create massive opportunities for problem-solving technology vendors across the HR stack, especially into historically underserved market segments. We at TCV are incredibly excited about what the future holds for HR tech and look forward to backing and supporting visionary teams building the seminal businesses of tomorrow across every corner of the globe.

[1] Future of Work: The Global Talent Crunch, Korn Ferry, 2018

[2] 2020 Annual Report on European SMEs, European Commission; & “Measuring the Small Business Economy,” Bureau of Economic Analysis, US Department of Commerce, 2020


The views and opinions expressed are those of the speakers and do not necessarily reflect those of TCMI, Inc. or its affiliates (“TCV”). TCV has not verified the accuracy of any statements by the speakers and disclaims any responsibility therefor. This blog post is not an offer to sell or the solicitation of an offer to purchase an interest in any private fund managed or sponsored by TCV or any of the securities of any company discussed. The TCV portfolio companies identified, if any, are not necessarily representative of all TCV investments, and no assumption should be made that the investments identified were or will be profitable. For a complete list of TCV investments, please visit For additional important disclaimers regarding this blog post, please see “Informational Purposes Only” in the Terms of Use for TCV’s website, available at

Understanding the Future of High Tech

If the best way to create the future is to build it, then the best way to understand a possible future is to listen to those who invest in it. Gartner interviewed several leaders at TCV to better understand their views on the future of high technology and high-tech providers. The views expressed below represent TCV’s view on its operations and the future. These opinions are TCV’s own and independent of Gartner positions. Throughout the interviews, the following themes emerged regarding the forces and factors driving technology investments and future success:

  • Top-line revenue growth has replaced cost efficiency as the primary job for technology — it is now Job. 1.
  • Insight is the source of effective strategies for achieving growth through differentiation and specialization.
  • The pace of change is accelerating across the frontiers of technology, including how rapidly companies and consumers adopt it — and few competitive advantages are as decisive as speed.
  • Technology architectures are in the midst of a generational change that is driven by more than the cloud or Hyperscalers.

TCV has invested in these insights, focusing on companies with the technological potential to support rapid, substantial growth in large, untapped markets. Figure 1 shows the ideas and connections TCV leaders described as the future of high tech.

Figure 1. TCV’s Perspective on Technology-Accelerated Growth

Growth Is Job 1 for Technology

“When you cut through all of the jargon and acronyms, the biggest difference for software and tech over the past five years has been in supporting growth,” says McAdam, who contrasts the growth imperative with technology’s prior jobs of taking costs out or getting cheaper computing power. 

“Technology has created operating leverage via business process automation. Now technology’s value rests in driving top-line growth.” This changes the nature of technology, how it is valued, and what it does, according to McAdam.

“Growth is the uber premise when we think about disruptive technology solutions and the digitization of everything that drives our investment themes,” McAdam explains. “Consider CFOs. It used to be that an old-school CFO would be cost-oriented and say yes if the solution saved money and drove EPS. CFOs of today still care about this, but not as much as they care about taking market share from the competition. The clearest way a tech company can get a multibillion-dollar market cap — one that is 10, 20, 30 times revenue, is to provide a product that allows customers to transform their businesses and grow faster than the competition.”

Building for Scale and Speed

Applying technology in support of revenue growth requires TCV to work with companies on their go-to-market (GTM) strategy. TCV uses the ratio of revenue growth to sales and marketing expense (see Figure 2a) to identify points of friction and efficiency.

Figure 2. TCV’s Sales and Marketing Ratio

The calculation indicates how much new growth the company is achieving for every dollar spent on sales and marketing. If the ratio is 50 cents every $1 spent on sales and marketing generates 50 cents in new growth. The lower the ratio, the more opportunity there is to increase efficiency or effectiveness.

Figure 3 illustrates how the sales and marketing ratio can visually depict the performance of a company’s sales and marketing efforts. (Note these ranges are for illustration only; typical ratios vary by industry.)

Figure 3. Illustrations of Sales to Marketing Ratio

Source: TCV

TCV is using technology in a number of ways to move the needle:

  • Implementing analytics and diagnostics to identify growth obstacles, and documented strategies to better orchestrate key GTM practices across sales and marketing.
  • Facilitating forums and collaboration where leaders share ideas and best practices and road-test ideas with other executives.
  • Leveraging GTM practices that are based on best practices within the portfolio and providing other TCV companies with ready-to-programs to speed time to value.

TCV’s head of Marketing, Katja Gagen, added: “We see companies using technology to optimize their go-to-market capabilities. This can range from publishing thought leadership on growing sales pipeline or refining their messaging. The difference with technology is that companies can actively benchmark themselves against industry best practices.”

Blending Human Insight with Analytics to Identify Growth Potential

“We track nearly 10 million companies in our database,” notes Tim McAdam, a general partner at TCV. “We then do a deeper analysis of 2,000 to 3,000 candidates per year in order to select 12 to 15 companies in which to invest.” This puts our information on prospective companies into an analytic engine running proprietary algorithms created from the firm’s domain knowledge, sector expertise and 26 years of investment insights.

The result for each candidate is much like a credit score — a snapshot of investment worthiness that guides subsequent analysis and decision making. As McAdam explains, “Any given result is statistically valid because of the high number of other companies we have ranked against the same set of metrics. It’s an empirically driven assessment of the company’s areas of strength and needs for improvement.”

TCV uses this information to differentiate each of its portfolio company’s situation and connect it with experienced people and resources in support of the company’s success. McAdam compares TCV’s role to that of a coach, “we recognize that the founders of our portfolio companies are deeply invested in their firms. We seek to provide advice for them with humility, intellectual honesty and insight, with an eye toward finding solutions that move them forward.”

Growth requires a different Technology Architecture and Infrastructure

Matt Robinson, a TCV principal, explains that “high-tech architectures shift about every decade. Today, the increasing importance of speed, extensible solutions and consumption-based business models is the driver of evolution in architectures and infrastructure. If my technology is designed to drive your top-line growth, then your growth becomes my growth,” Robinson explains. “Our architectures and infrastructures need to be seamlessly integrated together.” Thus, the business case for architecture evolution is at least as important as the technical innovation from cloud and Hyperscalers.

The Future of High Tech — High Growth Potential

TCV does not see the future as one of consolidation around a few large well-capitalized companies — either Hyperscalers or so-called digital giants. “It is an old argument to think that everything will consolidate,” McAdam notes. “That view makes sense only if companies stop finding new ways to grow.” While he believes that Hyperscalers are important, he sees their role as “more of a channel to a stream of future technology-intensive growth and innovation rather than a competitor in the application/solution space.”

Gartner subscribers can see the full published case study at: Case Study: The Future of High Tech and Generative Providers (TCV).

Digitizing One of the Last Unconnected Markets: Built’s Place in the Multi-Trillion-Dollar Global Construction Ecosystem

$1.58T is spent annually in the U.S. construction industry, yet it’s one of the least digitized industries in the world. Paralleling the shift to digital transformation across other industries, this is beginning to change. That’s just one reason we are delighted to announce that TCV is partnering with construction finance cloud leader: Built Technologies.

Construction may be one of the least digitized industries, but that’s not going to last for long. Builders and owners are expecting digital services, just as they do in all other aspects of their lives. When it comes to financing a construction project, customers around the world should expect seamless communication, payments, and procurement through the convenience of their phone. That’s why we are excited to invest in Built, who is seeking to upgrade the functionality and user experience for everyone in the construction value chain. 

Nashville, Tennessee-based Built offers a cloud-based platform solution for construction lenders, owners, developers, and contractors. Its software acts as a digital workspace to allow all parties to collaborate to get projects built and keep capital flowing to the proper destination. The software is used by more than 150 of the leading U.S. and Canadian construction lenders, in addition to thousands of developers and contractors. 

Built is closely following TCV’s thesis for SaaS as a Network – combining software + payments + marketplace, and connecting all key stakeholders on one platform. SaaS as a Network is a strong model for industries lagging in digital adoption, as products are focused on driving solutions, operational enablement, and strong ROI. We’ve seen this at Toast in the restaurant space – where Toast helps businesses operate more efficiently and grow revenue by providing payments, software and services, or with Clio, where law firms are able to manage their employees, and customers, and enable payments.

We believe SaaS as a Network is markedly increasing the possible expected return and economic strength of vertical sector-serving SaaS platforms, given it takes advantage of end-to-end workflows to build “rails” direct to their merchant’s customers, suppliers, and employees. 

When a SaaS provider starts serving a high enough density of merchants, it can leverage that strength to build two-sided marketplaces with the merchant’s customers, suppliers, and employees. That SaaS vendor has now created a marketplace that can enjoy powerful network effects as seen in consumer marketplaces like Airbnb and Amazon. 

Built’s platform started with a Construction Loan Administration offering that improves communication and operations between banks and their borrowers. Built has grown this offering to over 150 lender customers, representing more than $80 billion of unique construction dollars and is the system of record for these lenders’ construction portfolios. In addition, builders use this system to access their capital—the lifeblood of construction.

By following the flow of money from banks into the hands of builders and owners, the Built team realized there was an even bigger opportunity within the construction ecosystem. They started to build more products around payments and value-added services like on-site inspections and other critical support to enable the construction loan process.

Built was able to accomplish all this due to its product-driven team, led by CEO, Chase Gilbert, who has construction industry experience and understands the real-world buyer pain points. In addition, Chase and the Built team have taken a customer-centric approach that informs everything that they do, especially product design. As we spent time with customers, one of the key themes we kept hearing was the operational efficiencies that Built enabled. All stakeholders involved with the Built platform felt that they were able to operate better through their use of Built.

Since its 2015 launch, the platform has been used to manage the financing of over $135 billion in construction, spanning more than 200,000 commercial, homebuilder, land development and consumer residential projects. All these were factors that led to TCV being the lead investor in Built’s $125 million Series D funding round.

TCV first called on Built in 2017, and our team took the time to build a strong relationship with the executive team.  

“We appreciate the great investing experience TCV brings to the relationship. As a result of its deep customer and technical research, TCV understands our vision and can see just how big an opportunity this is for both of our companies. We’re excited for our future together.”

Chase Gilbert, CEO, Built

While the recent funding is a nice milestone for the team, we are even more excited about the tens of thousands of users that access Built on a regular basis to fund their operations, and the opportunity Built has to build more products and do more to help its customers.

We view our investment as a perfect opportunity to add value. We think Built has a superb window of opportunity, as the world moves faster into a recovery being boosted by widespread embracing of digital ways of working. And, finally, we see huge potential in Built’s ability to connect key stakeholders in the construction process, connecting everyone onto a shared system. We’re grateful for this new partnership with Built and Brookfield Technology Partners, 9Yards Capital, XYZ Venture Capital, HighSage Ventures, and existing investors Addition, Index Ventures, Canapi Ventures, GreenPoint Partners, Nine Four Ventures, Fifth Wall, Goldman Sachs, and Nyca Partners among other individual investors. We look forward to supporting Built’s world-class team on their mission to transform a global market. The addressable market is not just the U.S.’s $1.58 trillion, but the world’s annual $10 trillion construction market.

We believe construction finance on a SaaS as a Network footing presents a remarkable future opportunity. Let’s get something great Built here!

If you’re interested in driving change in the construction finance market, Built is hiring!

An Audacious Goal: How Clio’s Mission of Transforming the Legal Experience For All Is Helping Lawyers Scale

Scaling a company can sometimes feel like a high-speed dash to the top, making it easy to prioritize activities that yield immediate growth. But it can also take time to educate the industries that a company is transforming with tech, and even more time to build trust with prospective customers. These were headwinds facing Clio, today’s leader in cloud-based legal software, when it introduced the first ever SaaS legal practice management software for attorneys.

When Clio launched in 2008, digital transformation was already driving an increasing number of industries towards cloud adoption. Yet in the legal industry, the question wasn’t which product to use. Instead, it was whether attorneys could be convinced that cloud-based applications were usable and secure enough to become part of their core operations. To foster acceptance around the concept of cloud-based legal software, the Clio team knew they had to plan for the long game by investing significant time into educating its market.

In this episode of Growth Journeys, Clio CEO and Founder Jack Newton joins TCV Principal and Clio board member Amol Helekar to discuss why Clio invested in educating an industry that is known for slow adoption as they climbed to the top and became the market leader for cloud-based legal technology.

Here’s what you’ll learn:

  • Why Clio invested in actively educating its market, rather than waiting for the market to come to them
  • How a strong partnership strategy can become an impenetrable moat
  • Choosing a mission statement that can foster growth
  • How to draw clients, employees, and investors into your mission
  • Jack’s tips on fundraising later rounds

To learn more, settle back and press play.

Please find the transcript below, which has been edited for brevity and clarity.

Amol Helekar: Welcome to Growth Journeys, a podcast series from TCV focused on lessons from the field from entrepreneurs in TCV’s network. I’m Amol, a principal at TCV, and I’m here with Jack Newton, CEO and co-founder of Clio.

Jack has been instrumental in driving adoption for cloud-based technology in the legal industry. In 2008, he brought the first SaaS legal practice management application to market. Today, Clio is a market leader and the only end-to-end solution for law firms.

As an investor and advisor to early-stage startups, Jack is a nationally recognized speaker and author of the bestselling book: The Client Centered Law Firm. I’m really excited to chat with Jack about how to get a business off the ground in times of uncertainty, how to foster a strong community and how to galvanize the team around a joint mission. Thanks for joining me, Jack, and welcome to Growth Journeys.

Jack Newton: Thanks for having me, Amol, happy to be here.

Amol Helekar: Jack let’s rewind back to 2008. When you founded Clio, you were the first to market cloud-based legal practice management software at a time when businesses were really hunkering down. On top of this, you had a baby on the way, and were working with your co-founder, who is hundreds of miles away in Vancouver.

Talk about a challenge! Many would have shied away, and yet you saw an opportunity there. How did you do it and what kept you going?

Jack Newton: Yeah. Great question, Amol. And what we saw back in 2008 was obviously a really tough macro environment from a financial crisis perspective. Fundraising was extremely difficult, people were really hunkering down and battening down the hatches for the impact of the great recession.

But we also saw at this point in time, a unique opportunity to bring the cloud to legal. When Rian and I came up with the idea for Clio back in 2007, what we saw with the advent of the cloud was a really clear signal that this was a technology and an approach to delivering software that was going to transform virtually every industry in the world.

Amol Helekar: Yeah. And it’s been quite the journey ever since. You know, it’s one thing to identify a market opportunity, but it’s entirely different to convince skeptical customers that there’s a real need for your product. How did you win customers over?

Jack Newton: Yeah, I would say in the early days of launching Clio, we had some customers just rush to the product and give us feedback along the lines of: “I’ve been waiting for somebody to develop a solution like this for me. Thank you. I’m all in.” And they were our most enthusiastic early adopters and that was obviously a very low friction process.

But for a large majority of the early customers we started onboarding there was obvious advantages to the cloud from an affordability perspective, from a total cost of ownership perspective, from an ease-of-use perspective, all of those things were obvious advantages to the cloud. But what was less clear back in 2008, 2009, was whether it was ethically acceptable for lawyers to put their practice in the cloud and to put really sensitive client data in the cloud. They have a very high bar with regard to privacy and security that they need to meet when they adopt and deploy IT infrastructure into their practice.

What we realized pretty early on in that growth journey was we’re going to need to get ahead of that conversation. We’re actually going to need to lead that conversation and educate the space around the security and ethics of cloud computing as it relates to legal professionals. And that was a big lift. We put a lot of energy into thought leadership, into speaking on this across the country, putting on seminars and writing white papers and even advocating at the bar association level for ethics rulings relating to cloud computing. And in the end, we ended up being successful in educating the market on cloud computing and really helping drive cloud adoption in legal, which is traditionally a pretty slow adopter of new technology.

Amol Helekar: Yeah. And I know it takes a lot of effort to build that type of trust amongst your customer base. And you know, something that a lot of people talk about is building a community. How do you go about doing that? What are the steps and how do you maintain momentum?

Jack Newton: Yeah, it’s a great question. And I think when you’re really trying to transform an industry and how it operates, what we realized pretty early on in Clio’s growth journey is that the product isn’t enough. Just having great technology is part of the solution, but it’s not enough to actually drive that true transformation in how an industry operates.

What we realized was we needed to spark a revolution in legal and a revolution in how lawyers thought about delivering legal services to their clients and how they embraced technology as a really foundational and integral part of the value they’re delivering to their clients.

And we’ve spent a decade building this movement around digital transformation in legal, and also around this concept of a client-centered law firm that is thinking about the way they deliver legal services in a completely different way.

This is something we also realize is bigger than any one company can do. We’ve built a huge integration network with over 200 integration partners that have built on top of the Clio platform. We’ve locked arms with bar associations from around the world to help bring the message around digital transformation and client-centered lawyering to lawyers as well.

Amol Helekar: A decade is a long time to build that type of community, but you guys have put a lot into it. Along the way, how did you know you were on the right track?

Jack Newton: I think one of the really early signals is that you’re seeing the snowball effect build from year to year. And I think one of the really important messages for our listeners today is that this doesn’t happen overnight. When you’re making the kinds of investments that we have been at Clio on thought leadership, on building this community, on building customers that will shout from the rooftops about your product, but also help enroll additional customers in the movement that you’re helping drive.

Partnerships are another example that take years to forge. But once you have those relationships built, you’re building a really defensible moat around your business.

Whether it’s through social channels, or other forms of engagement, you’re seeing evidence that the number of people that are enrolled in the movement and the community you’re trying to create is growing over time. And importantly, you’ve got a high net promoter score and they’re pulling more of their colleagues into the fold.

Amol Helekar: Yeah, that’s fascinating. I know one of the aspects of the community is the Clio Cloud conference, which is now the largest legal tech gathering in North America. What is the event all about and what made you invest the time and money to build it to where it is today?

Jack Newton: Yeah, it’s another great example of one of these investments that takes time to build. It’s the largest legal technology conference in North America. And it’s something we’ve put a huge amount of energy in over the last nine years to make successful.

And if we rewind all the way to the very first year we did the Clio Cloud Conference, it was very humble. It was just over 200 attendees and a very modest venue in Chicago, Illinois. We had 4,000 attendees at our virtual edition of the Clio Cloud Conference last year. We had over 2,500 attendees at the in-person Clio Cloud Conference in San Diego the year before that. And it’s an event that is just so energizing for both our attendees and our employees that attend this conference and just get so energized and excited by the opportunity to connect with both our customers and the prospects that attend this conference.

The way we frame this conference with attendees is really this conference is not about Clio. This conference is about innovation and thinking about what the next 10 years of innovation in legal will look like. It’s really a gathering of the best and brightest minds in legal coming together and what’s amazing for Clio is we’ve become an intrinsic part of that discussion. The conference is continuing to build year over year, and I can’t wait to get back to an in-person conference next year for our 10th year anniversary.

Amol Helekar: Yeah. Having attended the Clio Cloud Conference for the past few years now, I can attest to how inspiring it is for customers, employees, and investors too. Everything we’ve talked about is about community building, but it’s also part of your mission to transform the legal experience for all. What does that mission mean to you?

Jack Newton: The mission is really an important part of everything we do at Clio and it’s really become a north star for our company, our employees and our customers attached to our mission. That mission, which is to transform the legal experience for all, is number one, big and audacious.

At the heart of this is a massive access to justice gap. And one of the statistics that I was blown away by the first time I heard it, is that 77% of consumers that had a legal issue, did not see that legal issue resolved by a lawyer. And I describe this as the latent legal market. This is a vast market that is not currently being served by how legal services are delivered today. What I see as the opportunity is to better connect the millions of consumers that have legal issues with lawyers that can help them solve those legal issues.

Jack Newton: But to do that, we both need to create more efficiency and ease around accessing legal services in the first place. Most consumers are scared off by how lawyers price their services. They’re scared off by the idea of paying 400 plus dollars an hour to arrive at a solution to their legal problem. We believe what Clio, in particular, and what technology in general will enable law firms to do is to deliver their services in a much more efficient way. In a way that is more affordable and accessible by the average consumer, that automates big parts of what is done manually today.

And importantly is delivered over the internet. What we’ve seen over the course of Clio’s 10-plus years of growth is a very steady march away from on-premise law systems and bricks and mortar law firms toward a new cloud-based era where lawyers are delivering their legal services online and they’re delivering them in a client-centered way.

Ultimately, we believe being a cloud based and client centered law firm is what is going to unlock our ability to achieve this audacious mission to transform the legal experience for all.

It’s something that inspires not just “Clions,” which is our nickname for our employees, but also inspires our customers and inspires our broader integration partners. Because everyone understands that this mission is so deeply important and something that is going to be good for the public.

But it’s also, if we execute on this well, going to help make lawyers more successful. It’s going to help make lawyers feel like they’re truly bridging that access to justice gap that frustrates so many lawyers today.

It’s a big audacious mission. It’s exciting. It’s so multifaceted in terms of how we’re realizing it. But it is something that inspires our team on a daily basis.

Amol Helekar: Absolutely. And you know, some companies simply put a mission statement on their website, but Clio is really embracing yours. So how did you put that mission into practice across your business?

Jack Newton: I think when you arrive at a mission that is truly resonant with your team and you see the impact and inspiration it can drive in your team, you need to make it a part of your daily discourse. And that’s exactly what we’ve done at Clio.

We’re making decisions around how much this helps accelerate our ability to achieve our mission.

I believe that there’s also a huge role in the importance of the mission as it relates to recruiting. There’s an increasingly large percentage of the talent that’s out there today that is not just looking for pay and benefits as the important factors they’re looking at in the company they choose to work for.

We’re able to recruit the best talent on the planet in large part, thanks to a mission that is powerful and resonant. I really can’t understate how important that is to the overall success of a company, especially when you’re thinking in the long-term and thinking about building a multi-decade company.

Amol Helekar: I can tell you’re really passionate about it and how important it is to Clio’s success. You know, some people feel there’s a tradeoff between tackling the mission or driving growth. You’ve seen both tremendous growth and progress against achieving your mission. What’s your secret to achieving that?

Jack Newton: So, yeah, Amol completely agree. I think we’ve been really successful in pursuing both a mission that resonates and driving extraordinary growth and, and rather than being at odds with each other, I think in a lot of ways we’ve actually seen these be in service of one another. What we really talk about is, is our growth is what enables us to have broader impact and to achieve our mission.

The energy needs to go into finding how you can actually build, a bit of a flywheel where the progress you’re seeing on your mission and the team, and customers, and the broader movement that is helping attach to your mission is actually helping drive your overall flywheel of growth.

Amol Helekar: It’s something that Clio has put a lot of effort into and has been able to execute against. You know, over the years you’ve grown tremendously and successfully raised your series D and E rounds. Any advice you’d give to entrepreneurs who are fundraising?

Jack Newton: Yeah, absolutely Amol. One thing is you need to be executing really well and have a long-term vision that you’re talking about with investors and hopefully inspiring them in a way that they want to be part of that story and part of that mission and want to be partners with you in realizing that mission.

If you look at how lawyers practice today in the year 2021. In a lot of ways, it’s not that different from how they were practicing in the year, 1981. And when you’re looking at that scale of transformation, that scale of opportunity, it can be just such a gigantic opportunity that is hard for investors not to get excited about the opportunity.

The second piece, I think that is really exciting about the Clio opportunity in particular, but in general, something entrepreneurs can think about when they’re fundraising is, are you driving the kind of transformation in your industry that will actually expand the TAM of your customers? As a first step, can you expand the TAM of what your customers are able to address?

And with Clio, if we’re successful in our mission, we’re going to allow our customers to address that latent legal market which will vastly expand the TAM of the legal industry. Which in turn will expand our TAM as well. So that’s been one part of our story that I think is, is really powerful and exciting.

But Amol maybe you’re best positioned to comment on, on what attracted you to Clio in particular and what attracts you to companies in general. What advice do you have for other mission-driven founders and entrepreneurs?

Amol Helekar: I think to your point, investors are really recognizing how important it is for companies to have a strong vision and a culture that supports their growth agenda. So being mission-driven is not only great for the broader community. It also leads to stronger company culture, a deeper focus on the product and the customer experience and brand.

And ultimately this is in service of the company’s growth over time and can differentiate it in the market as it has for Clio. My advice to other entrepreneurs is to lean into their company’s mission statement and really incorporate that statement into the company’s products and growth strategies and to consider it central to their culture, rather than at odds with the growth agenda.

Jack Newton: I love that.

Amol Helekar: Jack, thank you. This has been an incredibly educational and inspiring discussion. It was great to have you on Growth Journeys today. And thanks to all of you out there for listening.

Jack Newton: Thanks for having me, Amol. It was a great conversation.


The views and opinions expressed are those of the speakers and do not necessarily reflect those of TCMI, Inc. or its affiliates (“TCV”). TCV has not verified the accuracy of any statements by the speakers and disclaims any responsibility therefor. This interview and blog post are not an offer to sell or the solicitation of an offer to purchase an interest in any private fund managed or sponsored by TCV or any of the securities of any company discussed. The TCV portfolio companies identified, if any, are not necessarily representative of all TCV investments, and no assumption should be made that the investments identified were or will be profitable. For a complete list of TCV investments, please visit For additional important disclaimers regarding this interview and blog post, please see “Informational Purposes Only” in the Terms of Use for TCV’s website, available at

Kipu Appoints Healthcare Technology Veteran Anita Pramoda to Board of Directors

CORAL GABLES, Fla, August 25, 2021–Kipu, maker of KipuEMR, a modern SaaS-based electronic medical records (EMR) system for substance use disorder (SUD) and behavioral health treatment organizations, today announced the appointment of health technology veteran Anita Pramoda to its board of directors.

“Kipu has time-tested software solutions for substance abuse centers and continues to invest in innovation to help providers improve outcomes and navigate reimbursement changes. Now is the time to accelerate our market leadership. We push ourselves to innovate and integrate our technology platform to enable world-class performance for our customers and their patients.  With her deep experience advising growth technology companies, Anita is ideally suited to support us in this task,” commented Kipu’s CEO, Paul Joiner.

A seasoned healthcare IT leader, Pramoda is founder and CEO of Owned Outcomes (O2), a software company that helps participating organizations win at various forms of value-based care including bundled payments. She was previously CFO at Epic Systems Corporation, a $3 billion+ healthcare IT company, which provides electronic medical records for over 50% of the U.S. population. Pramoda helped lead a period of significant domestic market growth, Epic’s expansion into the governmental and international markets, and its launch into mobile health IT. Pramoda also brings vast healthcare IT board experience from serving on the boards of leading companies such as Allscripts (NASDAQ: MDRX), Health Catalyst (NASDAQ: HCAT), Press Ganey, and HealthEdge.

Commenting on the new opportunity at Kipu, Pramoda said, “This is a company targeting an underserved area within healthcare, supporting patients as they heal from addiction and other harmful behaviors – which have been at an all-time high during the pandemic. Behavioral health and substance abuse treatment are nuanced, heavily regulated and complex areas within healthcare.  Kipu’s foundational strength is its absolute focus on creating a purpose-built EMR solution and suite of applications singularly focused on this market. To have workflows and features that are purpose-built for these specific needs makes Kipu’s business important and special, and it’s exciting to be part of the company’s journey.”

The appointment follows the company’s June announcement of TCV’s strategic investment in Kipu as market momentum for SaaS solutions accelerates in behavioral healthcare.

About Kipu

Kipu is the leading enterprise software provider serving the substance use, mental health, and eating disorder communities with its cloud-based technology platform. The KipuEMR, a fully configurable electronic health record and integrated billing platform designed for — and within — the behavioral health industry, is the largest and most widely implemented EMR purpose-built for the addiction treatment industry. Kipu’s platform is used daily by more than 80,000 users at more than 1,600 facilities, globally. The KipuCRM is a companion platform that manages the entire patient life cycle from the very first call through admission, integrating call center, referral, and marketing campaign management. To read the latest news on Kipu, please visit and connect with us on: Facebook | Twitter | LinkedIn.

Media Contact

Sue Yap

Kipu Announces Strategic Investment from TCV – Appoints Paul Joiner as CEO and Rick Pharr as COO

CORAL GABLES, Fla., June 14, 2021 /PRNewswire/ — Kipu, maker of the widely-used KipuEMR, an electronic medical records (EMR) system specifically designed for substance use disorder (SUD) and behavioral health treatment organizations, today announced the appointment of two senior leaders and a strategic investment from growth equity firm TCV. As Kipu embarks on its next chapter of growth, the company has hired Paul Joiner as its new CEO, and Rick Pharr as its new COO. Paul and Rick bring deep industry expertise, including scaling multiple healthcare technology companies to several hundred million in revenue.

Kipu’s EMR and other software and value-added solutions are utilized daily by leading operators in the substance use disorder treatment and behavioral health industry. According to a March 2021 study published in JAMA, hospital costs in the U.S. for treating substance use disorder (SUD) and related health conditions total more than $13 billion annually. The total cost of treatment for all behavioral health disorders accounts for roughly 5% of total healthcare spending in the US, representing over $200 billion per year.

“Kipu is the category leader with tremendous momentum,” says TCV General Partner Nari Ansari and a member of the Kipu board of directors. “The company’s suite of software applications intelligently leverages data in all phases of patient care, enabling behavioral healthcare providers to improve patient outcomes and drive operational efficiencies. Kipu gives caregivers on the front lines the capabilities they urgently need to care for patients, while also helping their organizations succeed. We look forward to supporting the Kipu team as they help a growing number of client partners manage the entire patient life cycle.”

Paul Joiner is an accomplished leader in the healthcare industry who will join Kipu later this month. He comes to Kipu from Availity, a healthcare information technology network serving many of the largest and most respected provider and payer organizations in the US. As Availity’s COO, Paul was a major force for growth and innovation, nearly doubling the company’s revenue during his tenure. Paul served previously as VP of Corporate Development & Payer Solutions at Passport Health Communications, which was acquired by Experian in 2013.

“The behavioral health industry is the latest sector in healthcare to benefit from digital technology,” says Paul Joiner. “I am excited to join Kipu and support their mission to deliver end-to-end technology solutions that enable providers and patients to communicate effectively and deliver the best care and outcomes. With TCV’s backing, and building upon Kipu’s market-leadership position, we plan to invest heavily to accelerate Kipu’s technology platform innovation and continue to develop fully integrated software applications to drive relentless, market-leading innovation and world-class performance for our customers and their patients.”

Rick Pharr joins Kipu as COO after a successful tenure at WebPT, a provider of EMR and business management applications for the physical and other therapy markets. During his time as SVP of Operations, WebPT scaled to serve a client base of more than 20,000 clinics. Rick also led WebPT in providing exceptional customer experience, as evidenced by the company’s industry-leading net promoter score (NPS).

“Kipu has achieved significant momentum by helping customers deliver the best outcomes in the behavioral health field in recent years,” says Rick Pharr. “Having spent my career building businesses that focus on customer outcomes, I look forward to serving Kipu’s customers as they put the recovery of their patients above anything else. I’m eager to help the Kipu team take first-in-class customer experiences to the next level to become the gold-standard in the industry.”

TripleTree acted as advisor to TCV in connection with its investment.

About Kipu
Kipu is the leading enterprise software provider serving the substance use, mental health, and eating disorder communities with its cloud-based technology platform. The KipuEMR, a fully configurable electronic health record and integrated billing platform designed for — and within — the behavioral health industry, is the largest and most widely implemented EMR purpose-built for the addiction treatment industry. Kipu’s platform is used daily by more than 80,000 users at more than 1,900 facilities, globally. The KipuCRM is a companion platform that manages the entire patient life cycle from the very first call through admission, integrating call center, referral, and marketing campaign management. To read the latest news on Kipu, please visit and connect with us on: Facebook | Twitter | LinkedIn.

About TCV
Founded in 1995, TCV was established with a clear vision: to capture opportunities in the technology market through a specialized and consistent focus on investing in high-growth companies. Since inception, the firm has built a track record of successfully backing public and private businesses that have developed into innovative industry leaders across the internet and software sectors.

TCV has invested over $15 billion to date and has helped guide CEOs through more than 130 IPOs and strategic acquisitions. TCV has invested in cutting edge technology companies including Airbnb, Avalara, AxiomSL, Brex, ExactTarget, Facebook, Netflix, Peloton, Spotify, Zillow, Clio, Klarna, Payoneer, Revolut, Toast, Trade Republic, Wealthsimple and WorldRemit. TCV has successfully executed over 350 investments of varying structures, including mid-stage, late-stage, and public company investments, and has offices in Menlo Park, New York, and London. For more information about TCV, including a complete list of TCV investments, visit

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Sue Yap 

Katja Gagen 

SOURCE KipuHealth