Good afternoon, everyone. My name is Abby Stanley, and I'm an associate on the J.P. Morgan Healthcare Investment Banking team based out of New York. It is my privilege to introduce GeneDx. Today, Katherine Stueland, CEO, is going to be running through our presentation, and that will be followed by a Q&A where we'll be joined and have Kevin Feeley, Chief Financial Officer, and Bryan Dechairo, Chief Operating Officer, join us, and with that, I will pass it off.
Thank you so much.
Hi, everyone, and thank you so much to the J.P. Morgan team for hosting us. 2025 was just a tremendous year for pediatric care. It was a tremendous year for GeneDx. We reported earlier this week that we delivered on more than 30% growth in terms of volume and revenue. We delivered on more than 70% gross margins and delivered $427 million in revenue for the year, all while being a profitable and thriving company. We also announced guidance in our outlook for 2026, which includes another year of really tremendous growth in service of an ever-growing group of patients and families who we aim to serve with great care and great purpose each and every day. I first want to start with a story just to really help you to appreciate the problem that we're solving.
This story is one of three hospitalizations, two surgeries, and one test that changed the course of healthcare for this beautiful little girl named Layla. Layla was born full term. She was seemingly healthy, and her parents noticed that something just wasn't quite right. After seeing her continue to deteriorate in terms of her health, they sent her to the hospital. She was admitted into a NICU, and unfortunately, she started going through a cascade of health crises. She had bowel obstruction. She had surgery. She had complications. She had another surgery, and she continued to get sicker over the course of months. Her parents faced what seemed like an impossible decision: do we continue to get care here, or do we start all over at a new hospital? Her condition did worsen. She was having trouble breathing.
She had meningitis, and her parents took the really brave decision to go to a different hospital. They had been advocating for genetic testing and couldn't get access to it, so they found a hospital in Seattle, Seattle Children's, where we were doing a study with rapid whole genome sequencing in the NICU, and within days, we were able to deliver a diagnosis and bring clarity to the family, clarity to clinicians, and we are proud to say that we were able to get Layla on a healthier path. Today, Layla is four years old. She's in preschool. She's a ballerina, and she's thriving, and that is the kind of outcome that we want to drive for every human who has a genetic disease.
We'll talk a bit about the state of care today, but Layla had the benefit of incredible parents who were advocating for her, and I view it as our job at GeneDx to advocate for every single human on a path to getting healthier if they have an underlying genetic condition, and we can do that at scale. So ultimately, that's our goal. We want to empower everyone to be able to live the longest and healthiest life that they can through genomics. We talk a lot about longevity, typically at my age, your age. We want to see the lens of longevity from the very earliest moments of somebody's life to ensure that every single human on this planet has the ability to live a long and healthy life.
We are the best at doing this in the entire industry, and we'll talk about why in greater detail, but it really comes down to three things. One, we have the number one genetic test that exists out there today. 80% of the most discerning clinicians, so 80% of geneticists who really deeply understand the field, choose GeneDx. We are the number one brand in pediatric specialists, and we received FDA breakthrough device designation last year as, I think, a real nod to the fact that we have been and will continue to be the leader in this field. What really sets us apart and what fuels that reputation is GeneDx Infinity, which is our underlying data asset. It's the largest and most diverse rare disease data asset, and it's informing every single patient, so we'll talk about that in a bit.
Importantly, we have the experience, the expertise, and the technology. We're making new gene disease discoveries now on a weekly basis, and we're doing that with the guidance of more than 250 genetics experts who sit on our staff and who have been guiding the growth and accuracy and reputation of this company for 25 years since we were first spun out of the National Institutes of Health. So what you'll see here is really our growth trajectory. We are supercharging growth in order to help more and more families at scale. We were launched at the NIH 25 years ago, but you'll start to see a market shift in the utilization of our industry-leading technology, so whole exome and whole genome sequencing, around 2021.
That's when we really established a true commercial effort based on guidelines, based on reimbursement, in order to fundamentally begin the shifts of what we ultimately want to see as a radical change in how anyone is getting an accurate genetic diagnosis. What we're pleased to say is last year, the American Academy of Pediatrics updated their guidelines for the first time in over a decade, and they are now directing pediatricians who, as you all know, are the first line of defense for any parent to utilize our technology.
We’ve been building up towards this moment to be able to ensure that we can provide the earliest possible diagnosis, and these guidelines are probably the single most important guideline in our company’s history, but most importantly, the single most important guideline in pediatric genomic care that will create an entire sea change in terms of how we’re diagnosing these diseases. As we look at 2026 and beyond, we’ll be expanding into new markets. We’ll touch on that, but I think what’s really remarkable about what we’ve been able to do. We’ve added 30% more tests to our Infinity database in 2025, more than the prior 24 years combined. So that’s an immense amount of data that we continue to generate. It’s genotypic and phenotypic data, so the acceleration of our adoption of testing is fundamentally shifting the way that we are administering healthcare today.
So I want to talk about a virtuous cycle of good here. We know that an accurate diagnosis as early as possible is the key to really changing the trajectory of anyone's health, their outlook on their healthcare. In the center, you see what we do best day in and day out. GeneDx, at our core, is going to continue to provide the earliest possible diagnosis for as many families as possible. In testing more, we're finding that the prevalence of these diseases is actually higher than what was ever believed to have existed. So we're finding more patients. We're thus finding that there is greater interest in investors who want to start putting their capital behind rare disease therapeutics companies, and that, in turn, creates more options for patients once we diagnose them.
As we continue to focus on what we do best, which is diagnosing kids with genetic diseases as early as possible, we're also able to enable precision medicine. Give them the diagnosis, connect them with the treatment that's going to ensure that they can have the healthiest possible life. In doing all of that, we're also able to put our data asset to work for more and more pharmaceutical companies, biotech companies, researchers around the world in order to fuel drug discovery. We want to help see a total shift in the way that rare disease therapeutics are discovered and developed so they can be delivered more quickly to patients because we are just getting started in this journey of diagnosing not what is hundreds of thousands of people, but millions of people. We are creating, in effect, a network effect of service to patients.
While GeneDx is in the center of this slide, I think I'd rather have you imagine that it is the patient in the center of this slide. The entire ecosystem needs to come together to work more efficiently to serve these patients. We're doing our part by diagnosing as early as possible, but we're doing it in great partnership with patient advocacy organizations. We work with policymakers to ensure that there are good policies at the state and federal level to open up access to testing. We do it with payers to ensure that more and more patients have access. In fact, 80% of American lives are covered for our testing. We do it in partnership with health systems because we want to be able to drive utilization at scale and ensure that genomics is embedded broadly in these health systems.
And then importantly, we want to work with biopharma, as I said, to really change the trajectory, be able to provide as many solutions as possible for these patients. We are currently embedded in the leading health systems today and in every children's hospital across the United States, and we're proud of that. We work in partnership with them, and we are just getting started in terms of their utilization of this testing. And so as we think about our future, we want to continue to serve these health systems, but also start to help serve health systems around the world. And so we have global aspirations as we're thinking about the number of patients who we might be able to impact. So I've talked about GeneDx Infinity. It's the largest rare disease data set. We're very proud of what we've been able to build over the years.
What Infinity is comprised of is incredibly complex to recreate. It's not impossible, but it will take many years, if not a decade or more. It will take $ billions to recreate this, and it is key to the reason that we provide a more accurate diagnosis than anyone in the rare disease space. So about a million exomes and genomes are part of Infinity. We run testing on more than 2.5 million patients, all enriched for rare disease. We have more than 8 million health records, more than 7 million phenotypic data points. So think about all the clinic notes that a clinician is gathering about the health of the child. That gives us important context to be complementary to the genotypic information that we are looking at.
60% of the time, we're gathering information from mom and dad as well, and so it's incredibly robust and something that we're incredibly proud of. Before, there were state Medicaid programs that had offered coverage for these families. We were investing in those patient populations. So we actually have, in the genomic space, one of the most diverse databases that is highly representative of the U.S. population. So we're incredibly proud of what we've invested in over 25 years. And what this means in terms of our technological advantage, we're delivering the most accurate diagnosis, two times more so than the next database that exists. We have the most comprehensive understanding of rare disease, and we have the greatest scale advantage. So we're able to upgrade or downgrade a variant of unknown significance faster than anyone else in the space, which in turn pays it forward to the next patient.
For every sample coming in the door, we are in a virtuous cycle of product improvement, ensuring that we get more accurate with every single sample that we run. And that, of course, is accelerated with AI. We've been able to deploy technologies to help us ensure that our team of 250 experts are working in a more standardized way and also an even faster way and cost-effective way to be able to get an accurate diagnosis sooner. So AI is a tremendous enabler for us. It is taking a look at that massive database and serving up the most likely variants that are causing this disease and also helping us to figure out exactly what new disease gene correlations may exist to be able to further the entire field. So we have a large and ever-growing opportunity that is ours to continue to lead.
Today, we have 80% market share, and we intend to continue to be the dominant player in this larger market that exists in the future. We're focused today on pediatrics and rare, which we believe to be about a $25 billion market, but we aspire to do much more. We are moving into adult conditions this year, and we want to continue to drive utilization for earlier diagnosis in adults, both those that could have been diagnosed as a child and those who have adult-onset conditions, and then we have further revenue opportunities and growth ahead made possible by an international expansion that we are starting this year, a biopharma and data business that is in its nascency.
Ultimately, all of this comes together to be able to ensure that we're not only providing an accurate diagnosis as early as possible, but that everyone has the benefit of true precision medicine. Based on your genotype, what is the best possible care plan for you to help you live a healthier and longer life? Now, that's not the standard of care today. The standard of care today exists on this slide. It takes more than five years for a child to get an accurate diagnosis. This is unconscionable. There is absolutely no reason why a child should have to go from having a symptom. Think about a child at age two having a symptom, a parent being deeply concerned and seeing disease progression over the course of five years. I turned 50 last year.
Plus or minus five years to me means a lot, but to a child who's two years old, that means not getting a diagnosis until he or she is seven years old. That is robbing that child of way too many years of life. That is five years of disease progression that is unnecessary. It's five years of the wrong tests, on average three misdiagnoses, countless hospitalizations, trips to the ER. Our health economics data is incredibly robust to talk about why earlier testing is better from a health economics standpoint. But today, this, as the standard of care, contributes to a trillion-dollar economic burden in the United States alone, and it does not have to be that way. We can provide answers within not months, but within weeks, and in the most needy of cases, we can actually do a whole genome in 48 hours.
So we have the tools and the technology today. There's nothing we need to develop in order to put this in the hands of every family. We just need them to know to ask for it. They need to advocate it with their clinicians. We need to continue to raise awareness, but this is a standard of care that is unacceptable in the United States. It's unacceptable in any other country, and I'm very proud that we have everything that we need to put an end to this diagnostic odyssey and really get to a place where we can start putting all of these kids and adults on a healthier journey much sooner. So our North Star is exactly that. We talk about a lot of different metrics in the company. We talk about volumes. We talk about revenues. We talk about average reimbursement rates. We talk about COGS.
We talk about turnaround times. Those are all incredibly important for our ability to scale. But the one metric that keeps us absolutely focused on driving as many diagnoses as possible is how do we get the earliest possible diagnoses for as many families as possible. So when we think about our business and our growth strategy, this is the message I deliver to our team every time we have a conversation. That is what drives the outperformance of this company. It is this relentless focus on making sure that we don't have families suffer unnecessarily. So our North Star is very clear. It drives us. It's what drove the outperformance in 2025, and it is what will drive our outperformance not just in 2026, but in the years to follow as well.
So I want to take a few moments to talk about the markets that we've been in, and then we'll talk a bit about the markets that we're moving into. So if you think about the standard of care today, most children get diagnosed in the geneticist's office. There's only about 2,000 geneticists. That's not scalable. There are very long wait times to get to see a geneticist. It can take 12-24 months to actually get an appointment. So that contributes to that five-year diagnostic odyssey. That just does not work. We've been driving utilization to the earlier referral point. So think about pediatric neurologists, pediatric immunologists, so the types of specialists that a pediatrician might refer their patient into. So we've seen immense growth both in that core geneticist space where they're starting to utilize more exomes and genomes than multi-gene panels and other technologies.
So there's been a really healthy growth in that business. We're seeing great growth in the specialist business as well, where we've seen about 30% of pediatric neurologists using our testing and in the teens in terms of the patients that we can impact in those offices. So we still have a very long runway to continue to grow in that core of our business. And in fact, we've just added 25 more sales reps to our team of 50. So we now have 75 sales reps who are out there ensuring that we can continue to provide earlier diagnoses in these settings. So that will continue to be a really important focus for us as we think about our growth trajectory for the year. We will be entering the pediatrician setting, so I'll talk about that momentarily, as well as prenatal and adult.
But the other setting that we've been in that we've talked about quite a bit is in the NICU. The NICU setting is incredibly important. Fewer than 5% of babies in the NICU get a genetic test. Yet we were able to show at Seattle Children's, when you test broadly, 60% of babies in the NICU would benefit from a genetic test. So there's a really important opportunity for us to drive greater utilization there from it being a test that's used sparingly to a test that is used commonly in order to ensure that these families have answers. I talked about Layla's story. If she did not get diagnosed in the NICU, she would have been sent into the healthcare system and on that five-year diagnostic odyssey where she would have suffered more. So the NICU provides us with a really important opportunity as well.
But let me take a moment to focus on some of the new markets that we're going to be entering into that are going to provide growth in 2026 and in 2027. I mentioned earlier one of the most important opportunities for us came last June when the American Academy of Pediatrics published their guidelines that directed general pediatricians to use exome and genome sequencing for children where they think there may be global developmental delay. At that time in June, we said it'll take 18 to 24 months until we start to see real utilization that's based on our own experience with guidelines coming online, and that 18-month horizon is coming upon us in Q4. So we expect in Q4, we're going to start to see greater adoption with this general pediatrician setting. To give you an understanding of the scope, it's a massive market.
There's 600,000 patients who are diagnosed with developmental delay, intellectual delay by about 25,000 pediatricians every year. So what we've been doing, in addition to hiring a team of sales reps, we've hired 50 who are being trained today. We've begun the process of marketing, of medical education, and importantly, of creating an easier workflow for these pediatricians to access testing. We started working with a group of early adopters in the fourth quarter where they gave us important insight and input to design what the ideal workflow would look like, given the fact that they have about 15-18 minutes with every family. So we have designed a workflow with pediatricians for pediatricians that ensures that it is one-minute ordering. So that ability is going to come online in the middle of this year.
And so the combination of our sales reps deployed, our marketing and medical education deployed, and one-minute ordering, we believe, is going to give us a tremendous uplift in terms of accessing these general pediatricians. So we're really, really eager for this opportunity because ultimately it means we're getting to these parents much sooner with clinically actionable information much sooner. This is the single most important opportunity for us to be able to radically change the standard of care and to be able to really have a shot at eradicating that five-year diagnostic odyssey.
We think that the fact that we are the number one brand in pediatric specialists, that eight out of 10 geneticists relies on us rather than anyone else, and FDA breakthrough designation all will resonate with these pediatricians to ensure that we can continue to lead the way of how genomics can inform pediatric care in the general pediatrician setting. We announced last week that we're moving into the prenatal setting, and this is a prenatal diagnostic genome. So this is different from carrier screening or NIPS. Those are screening tools. This is for late-term pregnancies where they may suspect through a phenotypic analysis that there may be something wrong. And so this enables us to be in the MFM space and informing them as early as possible what a care plan could look like.
And so this is an important opportunity for us to continue to drive a new standard of care using our genome. We've had an exome actually on the market. We've been passively selling it, and we've seen organic growth. It provides us with, importantly, great gross margins. So we want to continue to drive utilization for this from a strategic standpoint as well. Adult specialists are also a new market that we're going to be entering this year, and I think there's a few ways that we want to think about this adult setting. One, if you think about the fact that there has been a woeful underutilization of genomics in pediatrics, that means adults who should have been diagnosed as kids need a diagnosis.
We are diagnosing these adults today with epilepsy, with autism, and in fact, in finding a diagnosis for them, we're able to get them into a clinical trial. This is an important opportunity for us. As I like to say, we're kind of cleaning up the healthcare system because of the underutilization of all of our testing. As we think about what comes after that, we do want to move into adult cardiology, neurodegenerative disease. Think about Parkinson's disease, Alzheimer's disease, FTD. There's so many different conditions that we can do good for by utilizing our testing. That will be a future unlock for us beyond 2026. In 2026, we're going to focus on these patients that might have epilepsy or autism. I want to take a bit to talk about how we intend to enable precision medicine to scale.
Part of this includes having a global footprint. We acquired Fabric Genomics last year, which allows us to be able to take our interpretation platform, port in Infinity, our database, and then wherever there is a sequencer being bought anywhere in the world, we can put that interpretation platform and that centralized intelligence on top of it to be able to help patients back from where we are here in the U.S. We're going to continue to drive scale. We're going to continue to harness more and more patients and more diverse patients from around the world to continue to infuse Infinity, influence the way that these conditions are diagnosed, and ultimately get to a place where we are screening every baby at birth. We have done the largest newborn screening studies in the United States. We're very proud of the Guardian study.
In fact, I met a few investors today in meetings where they have had babies who are in the Guardian study, which is just such a wonderful thing to see come full circle. What we've been able to see through Guardian, which was done in New York, one, 70% of parents enrolled in it. So that tells us that there's demand for genomic newborn screening. Second, we're only screening for clinically actionable conditions. I think part of that is the reason why the program has been so successful. What we were able to find is that there is a clinically actionable diagnosable disease in 3.2% of these babies that otherwise would not have gotten this testing. So we went back to say, what was the average age of diagnosis for these diseases? In our history, the average age was seven to 11 years.
So we're now able to eradicate an unnecessary decade of these kids getting sicker and for there being increased costs to the healthcare system. So our evidence to support this is impressive. Our experience having done more than 22,000 is informing other states and other grants. So we're now actually seeing an NIH grant called the Beacons Grant and study, which is a multi-state study looking at genomic newborn screening. And we saw in the state of Florida where there's the most progressive child health genomics policy, the Sunshine Genetics Act, which is going to be the first time that we see it move from research into the clinic. We're really proud of the work that Representative Anderson has done down in Florida to make this a reality for families. And we are able to do this at greater scale than anyone.
So this is our future of where we want to get to: genomic newborn screening for everyone at birth. And then as soon as we can diagnose a disease, we want to be able to connect you with a treatment that's going to ensure that you can live a long and healthy life. We're also pioneering new channels and partnerships. So in cases where a parent may be going online, we know they're going into ChatGPT, they're uploading their child's symptoms, they're being the amazing advocates for their child and trying to get answers as soon as possible. We want to meet them there. And so we have telehealth partners that are going to help ensure that they can get a test as soon as possible and therefore get a diagnosis as possible. All of this is utilizing a network of clinicians.
We also are going to be driving them into the pediatrician's office and asking for testing. So we want to make sure that wherever a parent is, whether it's a pediatrician's clinic or online, we are there. And so we'll continue to ramp up partnerships and marketing and awareness to drive earliest possible diagnoses for as many families as possible. So we also want to unlock the biopharma opportunity. So when we talk about precision medicine, that includes having those very clear next steps and a care plan. And there's so much good work that's happening in biopharma. We want to make sure that we have the ability to impact that. So we talked about the most comprehensive longitudinal data set for rare disease ever assembled.
We want to take all of this data and be able to put it to work ultimately for patients, but through biopharma companies and researchers to help inform the way that they are developing investigational therapies, gene editing, gene therapies. We want to make sure that our data can go to work with them ultimately for all of these families. So we are assembling a broader data strategy that is a patient-centric data strategy that ultimately helps fuel our core business. The more options you have, the more likely a clinician is going to be to utilize our testing. So it goes back to that virtuous cycle for good, ultimately for patients, for saving the healthcare system valuable dollars, and ultimately for the mission that we're trying to achieve.
I share just some of our wonderful collaborators here, our biopharma companies who work with us with great urgency on behalf of their patients. It's always, I would say, a very hopeful moment when we sit down with one of these companies. We pull up our database, and they may be looking for a few hundred patients, and we have 2,200 patients that we can recontact. That just happened yesterday in a meeting that we were in. It's incredibly hopeful because it means that we have all of the tools and technology in order to really start accelerating not only diagnoses, but the precision medicine for these patients. So we've built a high-growth business that is purpose-driven and profitable. And I want to emphasize the importance of being patient-centric and also being a profitable company. I think the diagnostics companies are entering this new phase of profitability.
Being patient-centric and being profitable should go hand in hand. Being profitable means we can keep investing to help more patients and just keep an eye on doing it in a profitable way in order to ensure that we can return value to our shareholders to whom we're incredibly grateful. The support that you all give us enables us to create a radically different world for these children today and children in the future. A quick note, I mentioned our Q4 ending with $427 million in revenue, 71% gross margins, and more than 30% growth in our volume. And as we look at 2026, we're guiding to $540-$555 million in revenue. We're looking at growth in revenue and volume of 33-35%, adjusted gross margins of at least 70%, and doing this all while being profitable. So we're very proud of the business that we've built.
We're very proud of the impact that we're having on patients. We want to see a future where we are no longer waiting for anyone to get not just sick, but sicker over years. We want to get to a place where we are predicting, where we are preventive, and where we can ultimately cure disease. We're starting to see it in the tiniest of humans today, whether it's at CHOP or across the pond in the U.K. There's so many wonderful moments right now that are happening that should give us hope for how we might be able to work differently within this ecosystem. But it all starts with an accurate diagnosis, and that's what we do best. So thank you. And with that, I think we'll open it up for Q&A.
Thank you, Katherine. You and your team should be extremely proud. Amazing work. So I'm going to kick off Q&A with a couple of questions, and if time allows, we'll open it to the floor. Again, being joined, Katherine is sitting next to Chief Financial Officer Kevin Feeley and Chief Operating Officer Bryan Dechairo. So first question for the team. As you look to the future, what opportunities are most exciting as you continue to offer earlier genetic diagnosis for more patients and families?
I'll go first. I get very excited about genomic newborn screening. That being said, we have to figure out who's going to pay for it. So that's an area that we need to focus on. I talked about the seven to 11 years of unnecessary disease progression. It's a no-brainer that that will be, from a health economics standpoint, that'll be a slam dunk. We have to generate the data, and we need to work with policymakers to ensure it can get paid. That ensures that we don't have these kids going through the diagnostic odyssey. That being said, we have, as I said, hundreds of thousands, if not millions of patients that we can help today who are sick. The AAP, the pediatric opportunity to me is one of the most important contributions that we can make in pediatric care.
Yeah, more so 2027 and beyond, but we are beginning to set the foundation for international expansion. As Katherine mentioned, we acquired an asset earlier this year that would enable decentralized testing, so allowing others to sequence locally in their own jurisdiction, whether for privacy or regulatory or for job creation purposes, sequence on soil. Invariably, what other nations are going to find is a lack of expertise to analyze and interpret the genome at population scale is what we do best at GeneDx, and so allowing us to export our differentiated capability, which is the knowledge base in that GeneDx Infinity data set. I think a really important and exciting part of our future is finding a way to export that so that we can bring the promise of genomics to large-scale population centers.
I would say in the near term, I'm most excited about empowering the parents. I'm a parent of a one-year-old and a four-year-old, and being able to reach them where they are, giving them the tools to actually activate their pediatrician, give that pediatrician the knowledge to know what to order, to know what to do once the results come in, and to be comfortable with that so that the pediatrician can be the hero for that family again. That's what we're going to do this year, and I think it's going to be amazing.
Yeah, wonderful. Very exciting things ahead. Next question is, you spoke about GeneDx Infinity as your competitive advantage, as your data moat. How durable is that advantage, and how do you differentiate the scale that the data set as time goes on?
It's interesting. You guys saw the 2X number on there, and a lot of people don't understand that, but 25 years in business with the fact that we grew that database by 30% this year alone over all the previous 24 years, what it means to a parent is the fact that there are thousands and thousands of children in there with one hit that we've seen one time, and they're just waiting for that second child to replicate that finding, so if you have a kid and you want to replicate that finding, we have two times more of those findings in our database than anywhere in the public domain or anywhere else.
And so if you want to get a definite diagnosis for your child, you need to go where that data is so that you can replicate not only the new child gets a diagnosis, but that child last year or the year before will now have a definitive diagnosis as well. And now they both get treatment. And so the only place to get that is at GeneDx.
Yeah. All right. Final question as we're coming up on time. You've mentioned ongoing investments in the sales force technology, customer experience. How do you balance these investments with your commitment to profitability?
Yeah. Entering a massive investment cycle to, yes, more than double the size of the commercial team, all while building a customer experience for the general pediatrician, continuing to invest in innovation. I think it is our intention to take available gross profit dollars as they grow, invest it back in the business, all while staying profitable. I think we have the ability to do that with sharp measurement, ROI analysis, all ensuring that every dollar we spent honors our shareholder capital provided to us with a time horizon for a payback in a relatively reasonable period of time. We're balancing both long-term investments and short-term, opening up new markets, but believe that we've got the team that has the experience to make those investments in a smart way that honors and are good stewards of capital.
Yeah, I would add to that. This is an incredibly mission-based company. Everyone who joins GeneDx has some sort of personal connection. And that makes it a really special culture. But this management team over the past several years has taught this entire team the financial acumen, how to be disciplined, how to make sure that we are making the right investments. We have a rigorous approach to making sure that we are monitoring all of our investments and that we're seeing what's working, what's not working, and figuring out how to course-correct along the way. So we're really proud as a management team that we have arrived at a place where it is a muscle for us as a company of 1,400 people.
Every single one of us wants to make sure that they are good stewards of the capital in service of patients, but in service of our shareholders, and we hold both of those constituents very, very near and dear and at equal weight, so again, we're grateful for the continued support of our shareholders who I know really feel proud of the work and the impact that we're having on the world.
Absolutely. Thank you all for coming. We're at time. Thank you to the GeneDx team.