Hello all, and welcome. My name is Fawzi, and I'm from JP Morgan. It's my pleasure to introduce Karsten Voermann, CFO of GoodRx, and I'll hand it over to him to kick us off.
Thank you, Fawzi. Very grateful to be here today. As many of you know, this is GoodRx's first in-person presentation at JP Morgan. We're very excited about that as well, having not been able to participate in person during the COVID period. For that reason, we're gonna use this largely as a reintroduction to the company since many folks likely don't know us yet, and many folks certainly haven't seen us here. Again, grateful for the opportunity to participate, Fawzi. Before I get into the details of this story, though, and that reintroduction, wanted to take a moment to let everyone know that we do have a safe harbor provision, and we may make forward-looking statements. You can find our risk factors in our SEC filings, which may affect our future performance. Okay. Now, with that out of the way, we can get right into it.
GoodRx is a mission-driven organization, and our mission is to help Americans get the healthcare they need at a price they can afford. This has become more and more of an imperative as time has passed, in particular in the context of current macro factors, which are exactly why we created GoodRx, to help folks in times where they need to save money and they have challenges getting access to healthcare. In addition, along with wanting to provide Americans with the healthcare they need at a price they can afford, we serve a much broader constituency set than just consumers. We serve healthcare providers and many others in the broader healthcare ecosystem. I'll get into that in a little bit more detail on the next slides.
First of all, in order to fulfill our mission of providing Americans access to affordable healthcare, we've done a couple things. First of all, we're in the process of building the leading digital platform, and there are a few ways that that manifests itself, and then a few precepts that led us to be able to do that. The first thing is that our platform's got unique attributes insofar as we have a unique combination of scale, growth, and profitability in this space. Our scale is such that our LTM revenues are about $795 million in revenue, with over $220 million in Adjusted EBITDA and high cash flow conversion. Secondly, we've built a platform that macro trends help propel forward. Those macro trends drive the need for solutions and have increased the need for our solutions over time.
Things like the increase in copays people face on prescriptions, things like constraints around even getting access to prescriptions through formulary reductions as companies try and manage the cost of healthcare for their employees. All of those things drive more and more need for GoodRx. In addition, we've had a first-mover advantage in this space that's extremely valuable in terms of creating large barriers to entry. Because we work in partnership with all the industry constituencies, pharmacies, Pharmacy Benefit Managers, healthcare providers, et cetera, we're in a place where this ecosystem model and the first-mover advantage has created incremental success for us. I said I'd talk about the outcomes of building the platform and also the precepts. The precepts or the things that went into the building of the platform were, number one, transparency and trust.
We've effectively democratized data in the healthcare, and particularly the prescription space, by providing everyday consumers with access to the same information about how to access prescriptions, often at lower prices than their corporate entities could get them for them. We've democratized that information to provide that access to information to every consumer in America. Secondly, we've taken an approach that's always consumer first, either directly by helping consumers or helping healthcare providers support consumers and help their patients get on medication and have better outcomes. Thirdly, what we've done is we've ensured that in order to have our platform become a leader in the space, that when we're successful, so are all of our constituents.
Maybe said even better, when our constituents are successful, consumers are getting on medication that they might not otherwise been able to access when healthcare providers are able to get better outcomes for their patients. As those things scale, so do we, and so does our revenue and our profitability. What does all that mean in terms of the numbers of what GoodRx has produced? First of all, from a scale perspective, we serve about 7 million, a little bit over 7 million people every month through our prescription savings offerings. We have approximately double that many, about 15 million folks who visit our platforms to gather information around how they can get on medications as well. While GoodRx has, I think, historically been viewed primarily as a consumer-facing offering, the reality is that we also serve a huge number of healthcare providers.
We have over 202 million healthcare providers who have a patient who's used GoodRx, and we have about 865,000 healthcare providers who've used GoodRx since around last summer. We're one of the larger aggregators of healthcare providers in the U.S. through that, and that's helped drive certain aspects of our business, particularly our manufacturer solutions offering that I'll talk about a little bit later, and propel that to high growth. It's also important that we don't only have a lot of users, but they actually like us a lot. We have an NPS both with consumers and providers of 90. As a point of reference, if you look at NPS scores for everyone else in the broader healthcare ecosystem, it's very hard to find people who have NPS scores anywhere close to that.
In fact, many of them are in the single digits or low double digits. Almost none of them are near 90. Translating this into financials, like I mentioned earlier, scale. 795 million or so in LTM revenue, over $225 million in Adjusted EBITDA. $33 million in f-cash flow from operations the last quarter, about $51 million the quarter before. The reason I raise those things is the revenue to EBITDA conversion is quite high, and the EBITDA to cash flow conversion is also quite high. We think those are all attractive characteristics of the model that I described a little bit earlier. How did this get built? Doug Hirsch and Trevor Bezdek were the founders of the business, the visionaries who created the model we have.
Since their creation of the model we have, we've done a lot to reconstitute the management team in order that the management team, and of course our broader employee base, who are all very mission-driven, can continue to propel the growth of the business going forward. This year, we added three executives. We added Raj Beri as chief operating officer. He came out of Uber, where he'd significantly scaled that business. We added Mark Hull, who was previously with Facebook and LinkedIn. Mark's got a laser focus on prioritizing our product investments and ferociously making sure that we're only working on the most important ones that will pay back most quickly. Finally, we added Vina Leite from The Trade Desk, who previously was CHRO there, to help us lay the HR foundations to continue to scale the business in a very efficient manner going forward.
Along with them, of course, we have a much broader employee base who's committed to GoodRx mission and comes into work every day to drive and propel good outcomes for consumers. Again, access to affordable healthcare for all Americans. One of the reasons we're successful is we picked an excellent area of the healthcare space to work in out of the gate, and we owe Raj more recently and initially, Doug and Trevor for the founding vision of the company for that. Healthcare, of course, overall is a huge market. Different numbers exist. A good one is probably $4 trillion. The prescriptions market within healthcare is also quite large at $524 billion if you include the scripts that get unfilled due to price.
Of course, by helping lower price, we make that part of the market accessible, so part of the SAM. We also operate in the manufacturer solutions area. Manufacturer solutions, again, is the area where pharma manufacturers look to educate and provide access to healthcare providers and/or consumers, as well as adherence solutions to providers and consumers around new and evolving medications. Both of those TAMs together add up to about $550 billion, we're just a tiny fragment of either one, giving significant room to grow. Along with the size of the TAM, though, what's also really important about this market is by starting off in prescriptions, we started off in one of the highest utilization or highest frequency of utilization areas of healthcare.
The reason that's so important is when you think about it, folks go to the doctor potentially once a quarter, once a year, not that frequently. People fill a prescription often monthly, sometimes even more frequently. That frequency of interaction is one of the big reasons we've been able to establish the level of trust we have, both across the healthcare community, which is one of our biggest source of referrals, and also across the consumers' constituencies. The fact that they have frequent interaction and that interaction with GoodRx is great. As consumers, they're saving a lot of money. As healthcare providers, they're able to get their patients on medication, has led to the NPS scores that I referenced earlier on. What are we doing? We've built a significant competitive moat.
We talked about some of the first-mover advantage principles, the fact that the business gets better the more volume we're able to drive, et cetera. Right now, we're focusing on 3 key things. Number 1 is increasing the LTV in our prescription transactions offering. That's the folks who use GoodRx to save money on a prescription each month as they refill, sometimes several times a month when they refill. Number 2, for those users for whom it's most relevant, so folks on several medications, potentially folks with chronic conditions, those users are being migrated towards their subscriptions offering where they can save even more, but which is a paid as opposed to a free offering like our prescription transactions one. Thirdly, we're focusing very hard on our manufacturer solutions offering, which has historically been our highest growth offering.
A couple years ago, it was under $20 million in revenue. This year, the LTM revenue through September 30th was over $70 million. Very high growth offering that leverages the fact that we already have a huge healthcare provider population who comes to our platform every day, every week, every month, and a huge consumer constituency who do the same thing. We're able to monetize assets that we already have in place. These offerings are both highly complementary, and they're also all aligned with our mission around providing awareness of access and adherence solutions for medications for consumers. Now what we're doing in order to fulfill those three pillars is prioritizing more aggressively than ever. The company grew very, very quickly over the years. In growing very, very quickly, we were able to solve a huge number of needs.
At this point, we're also focusing evermore on driving revenue and driving profitability. Growth and profitability on the right side of the slide are our two key focuses. To get there, we added the leadership folks that I spoke about a moment ago first. Secondly, earlier this year, we undertook a reduction in force as a reflection of the fact that we're prioritizing more heavily, and certain initiatives became less relevant. That was important both because it was a product of the increased focus, and it helped to focus the attention of the company even more since we had more limited resources to deploy to the highest priority initiatives. Finally, we've taken actions to optimize our portfolio. We've thought very hard about what we're best at and where the most value is to be captured.
For example, we for years now have had a telehealth offering. We recognize that in connection with that telehealth offering, our strengths are the consumer trust we have, the NPS of 90 we have with consumers, and the infrastructure we have to connect those consumers to telehealth providers. Actually running the back-end engine and owning the code to do all those things, perhaps less critical. Our biggest partner, who we actually historically sourced the healthcare providers through, a company called Wheel Health, ended up purchasing a significant part of our code stack so that they could then use that in a variety of other contexts. Again, optimizing the portfolio, not just to remain asset-light going forward, but to lighten the asset load, as it were, during the year as well.
Again, all of these efforts, as well as many more, are focused on the goal of, number one, re-accelerating our growth rates which have traditionally and historically been in the 20% and 30% and 40% range, and re-lifting our margins as well, which again, historically have been higher than they were over the last couple years, particularly during the COVID era. With that, let me get into a little more detail on each of our main businesses, prescriptions, or prescription transactions revenue line, subscriptions, and then finally our manufacturer solutions offering. We talked a little bit about the prescriptions TAM earlier. To get into a bit more detail on that, at that point, I just asserted it was about $524 billion. The makeup of that is two components, largely.
One is the TAM of prescriptions itself that get sold, which is around $360 billion. The reality is about 30% of prescriptions don't get filled due to cost. That 30% of prescriptions that don't get filled due to cost become potential TAM if you lower the cost as we do. There are a variety of ways, and we'll talk about this more on upcoming slides we do that. A way to think about it is that for the average American who has insurance, we beat the cost that they pay associated with their copay by over half the time. It's a significant amount, given that copays, at least according to the Kaiser Family Foundation, have been increasing year-over-year. They're now around $20 associated with a single generic script.
Again, the point is that we make the TAM bigger through our sheer existence because we make pharmaceuticals, medications, more affordable for Americans. We've also increased the level of discounts we can offer consumers over time as we've scaled. Cause as we've gotten bigger and bigger, we've been able to source through our partner network of PBMs better and better pricing for consumers, which helps to drive even further expansion of the TAM. We expect that the trends that have existed so far will continue, which only make GoodRx more relevant. We've only seen utilization management techniques increase in frequency of occurrence in a number, whether those are limitations on fill quantities, or otherwise.
We've only seen the cost borne by consumers increase too, which create tailwinds that drive an even bigger differential between a consumer's ability to affordably access medication with GoodRx versus through any other tool. Again, I think a lot of folks sort of perceive GoodRx as largely an opportunity for consumers only as opposed to consumer healthcare provider entities. They also often view GoodRx as an entity that serves the uninsured market, which is fundamentally untrue. That's why I brought up that proportion of time that we're able to beat the copay. The reality is that almost three-quarters, about 74% of GoodRx users, have some form of insurance, but it just doesn't work very well. Before I get into that, though, let me talk a little bit about why all the different constituents work with GoodRx.
Of course, on the consumer side, they save money. The cumulative quantum on that's about $45 billion+ now. On the part of healthcare providers, they get better outcomes for their patients, which is one of the reasons that we have 88% awareness with healthcare providers, and about 80% of them refer patients to GoodRx. Payers are happy because to the extent consumers are using GoodRx, they're getting on medication, and they're not suffering from higher cost health conditions that would subsequently occur if they weren't on their appropriate medications. Pharmacies benefit from increased volume of prescriptions than they'd otherwise get. Again, we increase the TAM and lower the cost. They incrementally benefit because as those new scripts come through, the foot traffic's associated with consumers who fill a basket on average with more than $40 worth of other items, according to our research.
PBMs benefit because we give them more volume. By acting as a marketplace that lowers price, these fixed cost providers see more volume and therefore ultimately more profitability flow through. Manufacturers are able to help more consumers get on medication and benefit from the findings, the innovations, and ultimately the medications manufactured. On all dimensions, GoodRx has created an ecosystem that is largely symbiotic. This is not easy to do, though. I think one of the things that's remarkable about GoodRx and a credit to Doug Hirsch, who was more on the product side during our founding, is that GoodRx takes something that's incredibly complicated and makes it dead bang easy.
Some of you may have used our app or our website, or you could even go there right now, and you'll see a search box in the middle of it that's blank, and you can stick in any drug name. You can even misspell it because our algorithm is usually pretty good at correcting it. You will get a bunch of prices for that medication in this geography that almost certainly, per the statistics I just put out, beat your copay. That's not easy to do because each medication in each pharmacy chain store, not across the whole chain, in each store across all the different geographies, has a different price, and it has a different price associated with how it's sourced.
Each of our PBMs who we work with, and we work with well over a dozen and a half, has negotiated different pricing with manufacturers and pharmacies for each medication across all of these different dimensions. We ingest about 230 billion price points a day and other data points a day, and that's what drives the engine that looks so easy. When you just stick the drug name in, you find you can fill a atorvastatin in San Francisco for sub $10 for a 30-day fill. You can test this too. You can type it in literally right now.
Because this has been so fruitful in terms of driving value for consumers, we're able to drive prices to a relatively large discount, 80% versus other cash pay prices on top of the copay dimensions that I'd mentioned before. Healthcare providers also argue that we create more adherent patients who have better outcomes. The pharmaceutical manufacturers appreciate, again, what we do because it makes their medications more relevant. With respect to providers, I'm gonna spend a little time on this 'cause, again, I think there's a perception that we're highly consumer-oriented, which we are, but providers use GoodRx to a huge extent as well.
We've done a number of things to partner up with providers better over time too, providing digital tools so they can text or email a GoodRx discount to a given patient without having to disclose what their own phone number is or what their own email addresses are. That's been very valuable to them and helped drive our business as well. In fact, so many healthcare providers use GoodRx that currently, around 25% of website visitors are actually healthcare providers. That's a huge statistic. It's incredibly valuable to us, and they're coming to us because they're trying to help their patients. As I said earlier, over 2 million providers have a patient that's used GoodRx, and providers actually source from GoodRx collateral material.
This was a pull thing that happened many years ago when providers started asking for GoodRx materials to keep in their offices to hand to patients. We've now done that primarily or shifted to a model where we're driving this more and more to an electronic medium. Nonetheless, we already have 400,000 or so HCPs who have offices that distribute our materials. That's an amazing free sales force to have on our behalf. We've also integrated into EHRs or EHM, health records/health management systems, just to make GoodRx really, really easy for providers to use. What's all this result in? We talked about sort of aggregate economics. On a unit economics basis, it's equally attractive. About 80% plus of our transactions are recurring, meaning they're with consumers who've done a transaction with GoodRx before.
We've built the largest network of PBMs in the discount space, in the cash pay discount space that exists. Our PBMs like us too. We've never had a PBM who's terminated on GoodRx. In fact, we keep on adding more, every time we add more PBMs, we're able to drive pricing for consumers down even lower. That has the benefit of then expanding the TAM and the amount of consumers we can serve at any given time. The other nice thing is that for those who may be less familiar with PBM contracts, is that PBM contracts generally incorporate the concept of more discounts the more volume you drive. Of course, as GoodRx has continued to grow, that's automatically helped provide our consumers with more value.
Again, I'll hit this slide only very briefly, but this is specifically to address the reality that the majority of GoodRx users actually have insurance. We're certainly not limited in any way to a TAM made up of uninsured folks. Most importantly, I think what's critical is to recognize that as GoodRx has continued to grow, what we've built continues to strengthen. As more consumers come on board and affect more transactions, that creates more value for the pharmacy benefit managers from whom we source all of our discounts. As that happens, we're able to achieve even bigger savings for the consumers. That means that according to our research, about 87% of the time on the top 40 drugs in the US, GoodRx has the lowest pricing.
Because GoodRx reliably has the lowest pricing versus other alternatives, that also means that healthcare providers are more likely to pick GoodRx as the one entity they refer. That drives even more transactions and continues to expand the unit economics going forward. That reality is that as we, as I said at the very beginning, continue to have more impact for consumers, we continue to create a model that gets ever stronger and that we're able to monetize more on behalf of ourselves and on behalf of our shareholder constituencies as well. Okay, moving on to subscriptions. This will be much more brief. Our subscriptions business is made up of two components, our own GoodRx Gold product, which is the majority of subscriptions and the massive majority of revenue. We also are the back end for Kroger's Kroger Rx Savings Club as well.
As I said earlier, subscriptions are oriented to those folks who may have chronic conditions or otherwise have multiple prescriptions to fill. They can save even more money in our subscriptions offering than they do in our core prescriptions transactions offering. Our subscriptions offering has been very successful with 63% revenue growth Y-o-Y, about 1.5 million members represented by the 1.1 million subscriptions since some of the family plans have more than one member. There's our pharma manufacturer solutions business. Our pharma manufacturer solutions business is one of the most exciting we have, and this again is the business in which we help pharma manufacturers who are looking to reach consumers and healthcare providers respectively with information, meaning awareness solutions, with the solutions oriented towards the ability to get patients on medication or access solutions, finally with adherence solutions.
This business has grown 81% Y-o-Y in the first 9 months of this year versus the first 9 months of last year. The business works with 19 of the top 20 pharma manufacturers in the US. The reason it works so well is because many of our users search for brand drugs on GoodRx, but for expensive brand drugs, even though we take the price of prescriptions down by 80%, folks can't afford to pay on a $2,000 per month medication. They can't necessarily afford to pay $400. Rather than go through the prescription discount space, we're able to route them and orient them towards manufacturer access solutions, whether it's co-pays or deductible assistance solutions or otherwise.
Manufacturers leverage us to do that because our drug pages for a given manufacturer's medication often get way more hits than drug name dot com. Don't wanna mention any particular medications or manufacturers, but you can imagine almost any single one, and you'll find that the consumers who come to GoodRx and hit that page are more than the manufacturer's own we-webpage for that medication. That makes it very attractive to partner with GoodRx to reach consumers. The reality, though, is that we help consumers and we also help healthcare providers too 'cause one of the big challenges manufacturers have, particularly in a world of step therapy, pre-authorizations, et cetera, is they rely on either a consumer who doesn't necessarily have the competencies to navigate that maze of complexity or healthcare providers who don't necessarily have the time to navigate that much complexity.
In that context, we bought an entity earlier this year, or I guess now said better, early last year called vitaCare, that basically offloads that work off both the consumer patient constituency and the healthcare provider constituency. Manufacturers pay us for that because they get better outcomes because vitaCare focuses exactly on that. It's not a side job for the healthcare provider, and it's not something the consumer has to navigate on their own. We're excited about that business, and we believe it's gonna be driving significant incremental medication access and adherence opportunities for manufacturers and, of course, for patients. That's why it's so important that we expand the 50 million prescriptions that are, or the 50% of prescriptions that are filled on the brand side to a much larger number because it means better health outcomes for Americans.
We're only at the early stages of penetrating the manufacturer solutions opportunity too. We work with 19 of the top 20 manufacturers, but there are about 550 in the US, so a lot of room there to grow. We also have room to grow within the brands at the manufacturers by having manufacturers buy more of our solutions, which they have been. The solution set is, that they're buying has doubled over the last year or so. We're also increasing the size of the solution set each year too, which continues to create opportunities for more revenue generation.
In summary, from starting from the beginning of the presentation to here, three main offerings around prescription transactions, subscriptions, and across manufacturer solutions. Those exist within a spectrum of services that range from prevention and research through our content offerings for GoodRx Health and HealthiNation, which offer video and non-video content respectively. We offer diagnosis and care services through GoodRx's telehealth offerings. Of course, we have treatment and adherence offerings, which is where the heart of our revenue is generated across our prescriptions, subscriptions, and our manufacturer solutions offerings respectively. With that, I think we'll move on to any questions that folks might have. Thanks again for hosting us, Fawzi, as well.
Thanks so much, Karsten. We received a few questions, so I guess we can start with one.
Super.
With the shift of focus to EBITDA and cash flow, can you talk to us about how you're thinking about the long-term strategy of your company and how you might balance that with growth investments going forward?
Sure, yeah. We don't view the two as contradictory to one another. We've historically, if you look back to the pre-COVID period, we've always been simultaneously high growth and high profitability. What we saw during the COVID period was a bit of an arc, where as healthcare utilization decreased, as healthcare providers were more limited in their ability to provide referrals to GoodRx, both due to the lower utilization period, and then secondly, due to the fact that the nature of the interaction changed, where waiting rooms had capacity limitations or visits went virtual. In those contexts, they were less able to drive referral volume to GoodRx. We spent up, for example, on marketing in that context on our own. That narrowed our margins. Now we're coming out of that, and we've actually seen our marketing drop as a % of revenue.
It's our biggest area of expense, at over 40%. From 2Q to 3Q, it dropped as a percentage of revenue, and as a matter of fact, from, 2Q to 3Q, our advertising spend also dropped in absolute dollar terms despite the fact that we're seeing, growth in elements of our business that we're most focused on. I think from that perspective, the two are not contradictory. The other area in which they're not contradictory is that in the context of the efficiency we're driving in the organization and our much more aggressive focus on the priorities and investments that will pay off quickly, provide the most return to the company and the most benefit to consumers. That incremental focus doesn't come at the cost of growth, certainly, relative to where we were before.
We're very excited to sort of balance those two realities and aspire to return to growth rates and margin levels of the pre-COVID era, and anticipate that we'll execute against those objectives over the coming years.
Great. Thanks, Karsten. Do you see your capital allocation priorities shifting going forward?
I think we do. In terms of capital allocation over the last few years, we have made material investments in M&A. We bought a number of smaller entities, over the last while. vitaCare is one I talked about in today's presentation. We bought an entity called Scriptcycle and an entity called RxSaver as well since, mid-2020 around the time of our IPO. I think at this point, though, we feel like we have the assets we need to be able to continue to drive growth in our space. We're busy digesting the acquisitions that we already have. For that, those are the acquisitions are the only things that really separate, our cash flow from operations and our free cash flow.
By having a less acquisitive strategy going forward, we'll have even better cash flow conversion than we have historically. From a capital allocation priority, I think the intention is to take what's always been an asset-light business and, if anything, make it even more asset-light going forward.
Got it. Somewhat related to M&A. Can you give a little color into the sale of some of the telehealth technology to Wheel?
Sure.
What was the sort of the strategic rationale behind that?
Absolutely. We had bought a company called HeyDoctor years and years ago. We bought HeyDoctor for a couple of reasons. One of them was that it had a really innovative technology stack to allow consumers and healthcare providers to interact with one another. That context was really helpful because at that time, it allowed us to accelerate our telehealth offering versus building like something like that ourselves. At the time, the telehealth offerings were effectively full value chains, meaning that there generally weren't entities who marketed telehealth offerings and other entities who fulfilled. We felt like we needed to own the tech stack and have the ability to control the interaction between consumers and providers.
I think what's happened since then is as we've continued to scale the telehealth business, we've partnered up ever more deeply with the company Wheel and in particular partnered with them in the context of them providing the capacity, meaning the healthcare providers who serve GoodRx users as patients. As that relationship deepened further and further, we realized that owning the tech stack in a world where the technology was becoming less critical than the ability to reach consumers, aggregate consumers, and provide them a valuable offering, but owning the tech stack was less critical. Wheel wanted to buy the tech stack. We felt like as long as we had a license back to continue to offer the services we offer, that works great. Again, given the partnership was already established, we're already sourcing our prescription and diagnosis capacity from Wheel.
It was a great outcome from both entities to allow us to continue to offer consumers exactly what we're doing beforehand in a seamless way, but also release some cash and deepen the relationship with Wheel as a partner.
Got it. One final question.
Sure.
Related to your pharma manufacturer solutions, what are you most excited for?
Well, that's the tough one because the pharma manufacturer solutions business is one of the ones I'm absolutely most excited about. I think the for me, the part that or the inflection we're at right now that's most compelling is that we've really shifted the offering only this year, I guess, towards the end of or subsequent to the first quarter, from being a predominantly consumer-focused offering to begin to shift it to one that's more healthcare provider focused as well. We created healthcare provider specific versions of our GoodRx app. Tools that allow healthcare providers to more efficiently hit the medications that they most frequently prescribe, for example. Great for a prescription transactions business.
Because healthcare providers opt into this and up to now, approximately 90% of them who have been exposed to the healthcare provider tool have opted into it. They also provide us unique information, like what their specialty is, what their focus is effectively, and that in turn allows us to better serve our manufacturers by being able to be even more targeted. Of course, healthcare providers on an individual basis are much more valuable than consumers, because the healthcare providers write such a large multiplicity of scripts. Being able to now ever more deeply penetrate into the healthcare provider space, will allow us to accelerate and deepen our relationships with pharma manufacturers beyond where they'd otherwise be. Of course, that's gonna translate into revenue and continued fast revenue growth of our manufacturer solutions offering.
yeah, that combination of being able to be consumer facing and healthcare provider facing and manufacturer solutions is pretty unique. There are a bunch of companies who focus on healthcare providers, a significant bunch who focus on consumers, but very few can provide an integrated offering to manufacturers that target both sets of constituents on one platform. Very excited about that.
Definitely. Well, great. Thanks so much for your time. Really excited to. It was great to have you at JPM.
Really appreciate the invitation. Very grateful to be here.
Great.
Thanks, Fawzi.