From Pain to Purpose: Scaling Femtech with Precision and Purpose

A conversation with Roswitha Verwerand, Dr. Muskaan Bhanof, YON E Health.

Every generation of healthcare innovation begins the same way: with a group of people who see what everyone else has ignored for too long. Femtech is at that inflection point. It’s no longer an emerging vertical. It’s the infrastructure layer medicine forgot to build. When I sat down with Roswitha Verwer CEO and Founder and Dr. Muskaan Bhan Chief Clinical Officer of YON E Health, the conversation went far beyond sensors, data, and regulation. It was about redesigning trust in healthcare. About proving that empathy and precision can coexist in the same product. And about showing investors that funding women’s health isn’t philanthropy. It’s smart capital allocation.

Turning personal pain into systemic purpose.

Roswitha Verwer grew up in safe houses. Her early life exposed her to the physical and emotional toll of neglected women’s health. Misdiagnosis. Misinformation. Silence. Those experiences didn’t turn her away from the system; they turned her toward building a better one.

She channeled that history into YON E Health, a company developing a medical device that continuously measures vaginal pH and temperature to reveal insights about fertility, infection risk, and hormonal balance. In short: real biomarkers, real-time, from the source.

Dr. Muskaan Bhan, a clinician with years of experience in women’s health, joined after a cold message on LinkedIn. What began as a digital introduction became a mission partnership. Together, they represent what modern health entrepreneurship looks like: cross-disciplinary, globally minded, and personally invested.

The missing data layer.

Until the early 1990s, women were largely excluded from clinical research.

Therapeutics were dosed and designed around a single benchmark: the male body.

That absence of data still shapes outcomes today. pH ranges vary by ethnicity. Hormonal cycles differ across geographies. Even the onset of menopause follows distinct cultural and biological patterns. Yet most diagnostic standards treat all women as one homogeneous category.

YON E Health’s device challenges that. By generating continuous, anonymized, consent-driven data across diverse populations, they’re filling one of the biggest evidence gaps in modern medicine.

For investors, this is not only about aligning with ethics. It’s commercial leverage. The first company to map accurate, multi-ethnic vaginal health data will hold proprietary insights that the pharmaceutical, fertility, and diagnostic industries cannot easily replicate.

From startup to clinical-grade company.

Most early Femtech ventures die in the transition between concept and compliance. YON E Health is taking the opposite route: building regulatory discipline from day one.

Their roadmap is clear:

1. Proof of concept validated in lab conditions (TRL 2 achieved).
   

2. Pre-clinical testing and prototype refinement with simulated biological fluids.
   

3. ISO-aligned SOPs and regulatory documentation toward CE mark and FDA submission.
   

4. Clinical trials planned within the next 12 months, in partnership with European labs and advisory boards.
   

5. Commercial rollout across clinics, followed by direct-to-consumer distribution.
   

They are not chasing a viral product. They are building a verified one.

The investment gap: why only 2.3 percent of funding goes to women founders.

Roswitha Verwer and Dr. Muskaan Bhan face a reality that numbers alone expose. Less than 3 percent of global venture funding reaches female founders. Within that, only a fraction targets women’s health.

Part of it is discomfort. Investors often hesitate to discuss topics like vaginal microbiomes or fertility in professional settings. Part of it is bias, the unspoken belief that women’s health is a lifestyle category, not a clinical frontier.

But capital flows toward confidence, and confidence grows with data. As YON E Health moves from prototype to trial, it will generate the evidence that de-risks the category for the entire industry.

For investors willing to lead, the returns are asymmetric. Early participation means access to a data moat and an emerging brand with authentic global resonance.

Governance as strategy.

What stands out about this team is not only its purpose but also its governance discipline. They run bi-weekly cross-timezone meetings, use structured project management tools, and maintain direct accountability to their advisory board. Advisors who do not deliver are replaced. Transparency is policy, not marketing.

They embody what I call clinical entrepreneurship: empathy in mission, rigor in execution.

That matters for investors. In my experience, most early-stage failures come from teams that confuse inspiration with infrastructure. YON E Health is building both.

Consent as a competitive advantage.

Recent controversies have damaged public trust in health tech. Users discovered that their personal data had been shared without explicit consent. YON E Health is taking the opposite stance: every data point will be collected with transparent permissions and used solely for research and validated medical purposes. This is not only good ethics. It’s smart business. In regulated markets like the EU, compliance is capital. Companies that design privacy into their product will outlast those who retrofit it under pressure.

Culture and global scale.

The team’s composition mirrors their mission. They operate across Europe, the US, and Asia, addressing both biological and cultural diversity from the start.

Dr. Muskaan Bhan points out the barriers in South Asia, where taboos around vaginal health remain strong. Education will be as important as engineering. The company plans to build workshops and partner with local clinics to bridge those gaps, bringing men into the conversation as well.

This is how scale in healthcare happens: by building both product and permission.

The investor’s view: why I backed them.

As an investor, I evaluate three elements before I commit capital:

1. People – capability, integrity, and resilience.
   

2. Process – clarity of roadmap and governance.
   

3. Purpose – measurable impact that aligns with future market needs.
   

YON E Health scored high on all three.

Their communication was immediate, their diligence material complete, and their values aligned with impact. When a founder responds within hours, not days, and when answers are data-driven rather than aspirational, you invest.

Because capital follows trust, and trust begins with execution.

Femtech as infrastructure.

Femtech is not a side category. It is the next infrastructure layer of personalized medicine.

• Fertility and menstrual health generate continuous data streams.

• Preventive analytics reduce system costs.

• Ethical data frameworks rebuild public trust in biotech.

Investors who treat Femtech as serious healthcare infrastructure will capture both financial and social alpha. Those who ignore it will find themselves priced out of the next wave of clinical innovation.

Leadership and legacy.

What Roswitha Verwer and Dr. Muskaan Bhan are building is not just a device; it's a platform. It’s a statement that healthcare must finally serve all bodies equally.

They are scaling science with empathy.

They are professionalizing a category once dismissed as taboo.

And they are proving that female leadership is not a diversity metric, it’s a performance advantage.

As I often tell founders: Money is a tool, not a value. Impact is the value.

YON E Health is demonstrating both.

The next decade: from device to ecosystem.

Within five years, YON E Health expects clinical validation, CE and FDA approval, and early commercial adoption. Beyond that, the vision expands:

1. Create research partnerships with hospitals and universities.

2. Establish educational workshops for clinicians and patients.

3. Build anonymized global databases for pharmaceutical and academic use.

4. Reinvest profits into women’s shelters and community health initiatives.

That is the full circle of impact: from data to dignity.

Closing reflection.

In an industry where billions are spent on incremental molecules, it’s often a new sensor or a new mindset that moves the needle.

Femtech is not a charity. It is precision health at scale.

When trauma becomes purpose, and purpose is built with discipline, it attracts the kind of capital that builds legacies.

That is why I invested.

And that is why I believe this space will define the next decade of healthcare innovation.

Timecode:

00:00 Introduction and Greetings

00:09 Journey to YON E Health

01:24 Founding YON E Health

03:15 Importance of pH and Temperature Tracking

04:59 Challenges in Women's Health Research

07:29 Building Trust and Transparency

13:16 Investment Challenges for Female Founders

17:25 Overcoming Obstacles and Staying Motivated

22:23 Assembling a Strong Advisory Board

27:34 Challenges with Team Dynamics

28:18 Managing an International Team

30:04 Importance of Transparency and Trust

31:17 Scaling Up and Maintaining Culture

33:37 Data Protection and Consent

36:03 Investing in Female Health

40:16 Work-Life Balance in Startups

47:15 Cultural Challenges in Femtech

50:15 Future Vision and Goals

Links:

Peter M. Kovacs LinkedIn: https://www.linkedin.com/in/petermkovacs/

Peter M. Kovacs Personal Website:https://www.petermkovacs.com/

PMK Group Website: https://www.pmk-group.com/

Guests:

Roswitha Verwer: https://www.linkedin.com/in/roswitha-verwer-b2b636137/

Dr. Muskaan Bhan: https://www.linkedin.com/in/dr-muskaan-bhan-9b7123120/

YONE Health: https://yone.health/

Transcript:

Hi, Roswitha Hi Muskaan Hi. Thank you very much to accepting my invitation. It's very nice to see you here. Thank you for inviting us. Yeah, it was really exciting to be here today. Thank you so much. And, uh, as I learned from both of you that, that you have a very different journey in your private life. How you, you met with each other and how you came to, to this YON E Health company, which is very interesting and it's, it's a very promising company.

How, how you get to this point. How we met each other. Yes, actually through, uh, through LinkedIn, because I realized that I'm in much need of a chief clinical officer. And of course, um, I had a pre preference of, of a female. And, uh, we did some research online and also through our personal connections and some of our previous, um, business connections all led us to you and I just reached out actually. And there the rest is history. Absolutely. And here we are now. I think it was quite, um, outta the blue that I got Roswitha's message and we just connected over LinkedIn and uh, it was quite exciting to see what they're doing with YON E 'cause I'm very passionate about women's health in general and I've worked in women's health like.

Most of my career. And, um, so we got talking, we had like the first chat and we instantly like clicked. Yeah. We, we realized that we've got lots of, um, uh, like moral grounds. We, you know, really, um, understood each other in that sense. And yeah, we are here now. Yeah. Oh, it's very nice. Sorry. And, uh, just stepping one step back, so how you started then, your new, uh, health.

Yes. Um, so unfortunately that doesn't really start with a good starting point, um, because I grew up in safe houses due to Abusement and there was, I was really exposed to the problems in women's health and basically the lack there off and the extreme living conditions that me and the women in our group were in really affected fertility and vaginal health. Um, so unfortunately I also experienced for more than a decade to be misdiagnosed, receive the wrong medication and information, and I thought at a certain point, okay, this needs to change because our body is telling us so much, especially our vaginal health during our cycle and. None of us actually knows what's happening with that data and what it's actually telling us.

So I basically used my background in business because I am, uh, I'm used to scaling startups in Europe and the us. I'm from the Netherlands, but also lived in New York and now in Budapest. Uh, so I just utilized that knowledge for private equity as well, and scaling startups to focus on health and just basically transform the traumas that I have for a purpose.

So it took a while. To get to that point, but I'm happy that I can utilize my pain, uh, into something so beautiful that can hopefully touch women globally. What was the exact time when, when you started the idea of, of during COVID actually yes. And the device, what we are now developing was not the first idea.

Actually the first idea I had, uh, now has, it is sold by Whoop. It has a lingerie with a chip. Um, so it was a good idea as well, if I might say so. Um, and I realized that it's. It's measuring the data as well, but it does not give us the actual data from the vagina itself. And that's, I think, was so critical with the YON E device.Um, so some version were established before, and that's right. Now we are with, of course, with the yoni device that gave, with the biomarkers inside by measuring pH and temperature in your full cycle. Can you just tell all of our, our visitors that, why it's so important to have this information? From a medical standpoint, um, we often don't really hear about tracking pH or visible body temperature.

Of course, you hear that a lot in like fertility clinics, but commercially you don't have a product that exists that can do it on a daily basis. And that is what we actually need to, um, manage the, to manage the cycle to understand what's actually happening with your body and let, let give women this empowerment to make an informed decision. So. pH we know is such an important factor, especially for the vaginal microbiome. And even a slight change can cause dysbiosis and can lead to tremendous, you know, very adverse infections and as well as, um, sometimes can even lead to cancer. And, um. And the other mark biomarker that we're um, measuring is basal body temperature to track ovulation, to be precise.

And this will help lots of women to track their fertility, track their cycles, and be a very important indicator even for clinics. Um, which would give them instant results, which, you know, usually you have, you've got to wait for a couple of days to get your results back. So I feel like this is extremely important in, in women's health and in generally reproductive and gynecological health to understand these two biomarkers. So it's quite interesting because we're also doing lots of analysis in our, in our labs that we partner with, and we're trying to do cross sensitivity analysis and trying to do our own research around these two biomarkers and see. You know, just get more data out there and see what we can do with this beautiful, amazing data that we will have within for, from our research.

Yeah, and also just to jump in there, that we are finally able to focus on different ethnicities. That is also really, really important because the slide change in pH, and many times we go to a Doctor They give this overall. Measurements that every woman has these, but it's not the case because depending on your ethnicity, the, the level of pH is also different.

It's quite interesting you say that also, because like, I feel for everything, all the benchmarks that were set. We're from, were by only one specific ethnicity. 'cause like until the early nineties, women were not even a part of research or clinical trials. So it's astonishing how we've lived all of these years with all of these great therapeutic methods and they were not actually designed to be made for women to start with.

And. I feel like because our main focus, 'cause all our team is we are from around the world. So that's something that we want to bring into our product as well. And that's, we want to create this as authentic as possible, and not to some benchmarked, um, standard of where the, you know, the west has set and, um.

Uh, so we're trying to be as inclusive with ethnicities as possible. 'cause lots of women from all around the world, um, especially the global south, have got extremely different ranges of even pH throughout, throughout their cycles. Even like things like menopause happens at different times. If. Of, you know, with different ethnicities and people don't know anything about it.

There's no one, like, I wasn't taught about this in medical school, were you? Like, we, they don't teach us this in medical school and we only get to know about this when we practice and when we, you know, see patients and we sort of imagine not going to medical school. School. You have at no idea at all.

Absolutely. Like some, something that I think it's, you get to know about these things when you do your own research and actually learn about. You know, the nitty of things like pH and all of these other factors and, um, yeah, I feel like it's extremely important that we start talking about this. And bringing all of these things onto table where they've been missing for God knows how long.

It's so strange that it's so basic information. Yes. The pH, the temperature. And how is it not used up to now? Well, luckily for us in this case, because we are able to, to pa also file patterns, but it's, it's shocking of course because the data that we are will be able to collect your device can make such a big change in healthcare research and pharmaceuticals.

Unfortunately it's been just decades too late. But I'm happy that we are able to do so with our team. And I think what is also nice with with YON E Health is that we are trying and we will. Share our story and behind the scenes with our audience. So for the first time, they're also having a better understanding what it takes to build a medical device and what it takes to scale startup and do it on a global scale.

So one thing for us, it's really important to build that trust already before even launching our medical device, because trust and transparency, um, is really important. And I feel like that is also basically what makes us different to really connect with our audience on an early stage. And we're actually so happy that this is actually our first time together sitting across the table, the Yoni team.

And we're so gladly that you have, you know, we're doing this with you. 'cause obviously you've been. You've trusted us from the outset and you've, you know, put all of your trust in, in our abilities. 'cause right now we don't have a device. We've just got this vision and this idea and a medically strong backing.

So we're really glad that we get to put out our story with you as our first, you know, live audience. Whatever you can call this, but, so thank you for that. Yeah, yeah. Thank you so much for that. It was an easy decision. So we just talk about yesterday and, uh, you will listen our, our other podcasts with, um, other investors that, uh, your, your team is so extraordinary.

And then, uh, when we met just a couple of weeks ago, first time, yeah, maybe it was about two months ago, how you explained then the, all the dedication, what, what, what you presented it was, was so. Shockingly positive, and it's very rarely thank you, uh, visible in this, in this area. It, it's very important. On the other hand though, I, I have some background because my PhD, I, I've been my PhD in gynecologist disorder, so it, it was, it's not far away.

And also digital biomarkers, clinical research is my main, main, uh, research topic. So I, I'm just really glad that we met. Yes. Yeah. Uh, even it was just by chance, but, but it, I'm very happy and, um. Just turning back to, to Yoni Health. So, so, uh, how do you see the, the next steps, uh, where you are now and what, what are the next steps?

Yes. So, uh, exciting for you to hear as well. So we are really on, on the, on schedule. Uh, we will be, if things go right regarding the testing, uh, what will, we will be able to, depending if we, if we close co-investment by the end of this year, but we will be able to go into clinical trials. Next summer. So that's quite exciting.

Um, we have all the stakeholders in place. Of course, we already have regulatory affairs in place, so we're focusing on CE mark, FDA a, approval, and then clinical trials approximately, we assume nine to 12 months. And then we, uh, of course in the meantime we'll work hard to focus on our branding and marketing to launch our device in clinics and into the.

To the market. So it's quite exciting actually to accelerate on such a, actually since we met you, we accelerated of course to the investments, uh, quite ly. Yeah. Tenfold. Yeah. And just to add a bit of context for our listeners who might not know what testing in a medical device is, uh, we to any medical device that needs to go out commercially in the market needs to go through what's called as the tech technological readiness level testing.

So depending on the complexity of your device. You can do as many steps as you want. So the first initial usual step is to validate your proof of concept. So we are already passed TRL one, and we're now in TRL two, which for us means validating this proof of concept in a lab setting. So we are trying to use the pH, the sensors that we are gonna use for our device in a simulated vaginal fluid.

So we're using. Calibrations buffers, you know, trying to be as dynamic as we can and mimic the real life vaginal fluid and even like blood and things like urine vent environment. Us to mimic the environment exactly. To mimic the exact same thing that, that the sensor's gonna be exposed to. And so we are doing current, that's what we're doing currently in our labs.

Um. So, and after this we move on to do, you know, further testing for the outer shells and to see what's compatible and what's, you know, the toxicity and the toxicity develop, like cleaning cycles for the device in general. And then once we've got our first prototype, we move to do user testing and just refine the prototype even more.

So throughout this process, we're also hand in hand, uh, following the regulatory. Sort of making the s SOPs, um, following the ISO regulations basically. Um, and then we'd, you know, eventually after the, everything is done, after we've got the clinical evaluation protocol and the clinical evaluation plan and everything is, you know, after it's done, then we.

Just submit to the notifying body and then you get your CE mark. So that was just like a context for the listeners. Yeah, it's quite exciting because also based on your recommendation, we work of course with EBI and it's like really such a strong and smooth partnership with them. And it's also exciting because we are already preparing for the first version one prototype and everyth if everything goes right.And we will be able to do that in Q2 of next year. And it'll be of course, also for us, really exciting to have. It's a huge milestone. That's a really big milestone and it's, for me, it's really because I'm doing this now for three years and raising funds is extremely hard, of course, especially as a female founder because we all know that only 2.3% of funding goes to female founders.

And to actually see it come to life and to see all the things happening that we work so hard for, it's really beautiful. And actually already a lot of women reach out through socials like, can I already purchase a device? Can I sign up? Like, where is it? And please use me for testing. Like whatever they can do, they already wants to help.

And it's really. Sometimes they also share really painful stories about, uh, fertility and IVF and that gives us extra fuel that we know, like this is exactly why we're, why we want to do it. So it's beautiful to, to see in one hand to see it come to life. And the other hand already seeing the, the interest of, of our audience.

It's very interesting. You just mentioned that, um, very few number of, uh, female, uh, leaders, they get fundings. Yeah. And they, they get attention. Why, why is this huge imbalance between the male and female funders? That is a really good question, and I wish I had the answer honestly. I, um, I don't know. And the thing is, within that number, it's all women.

So imagine we focus on vaginal health. So you can imagine the conversations we sometimes had with, with investors who have, like, you have a lot of background of course, in, in women's health, but imagine. Someone is interested in tech or deep tech and then you start talking about vaginal health and it gets super uncomfortable or they get shy and or they say like, do women really have that as a problem?

Like. That's why I'm here. Yes. Um, so it's in you only you have a really short time to, of course, pitch your company and bring the vision and the problem and everything else over. And then when the, the, um, person in front of you doesn't have at least a little bit of understanding of the problems in women's health, then you just don't have enough time.

Um, but that's of course only within fem tech. I dunno the rest of the reasons why. Investment goes with such low amounts to women, even though it's proven that we give a higher return of investment. So that's quite interesting. So hopefully soon it'll change. Yeah, and I feel like as women are inherently.

As we grow up, like I've most of my female friends and like all of our shared experiences, we've always been taught to like Excel. So I feel like that's also another reason why we keep at it and we constantly trying to prove ourselves in every setting we are in. And that maybe is the reason why we have a higher rate ROI for you know.

Per male capita 'cause I don't know but it's, it's sad that this investment is such a low only to female founders. And I also, I think that because it takes sometimes, and also with JON E'S case years, that when you do finally get it, you will do everything to protect it and make sure you hit the milestones. You make sure you're dedicated.

Because I, I worked for startups, uh, with ma male founders and I also known how it is to basically work in a toxic man environment where investments are going everywhere besides the actual, uh, scaling of the company. So. At least it was good for me to also see how to not do it at least. And I feel like women, because we need to prove ourself so much that when we do get it, we are like, we are gonna show you that we got this.

Yeah. Like, watch me. But as I, as I see, and I understand from, from our previous discussions and your, your articles, that that is it also your mission to, to, to give more attention to the entire Femtech uh, environment. So not, not just YON E which is, which should be, and uh, it'll be on. I'm confident that it'll be a flagship, uh, project for in this, uh, industry.

And, uh, and I really hope that, that you, you, you can show a very good example for, for other, uh, female leaders that they, how, how to do it and what is the best practice. Are you sharing this information, uh, with people or similar Yes. Leaders. That's. Also one of the reason why we're planning to start our own podcast, to not only talk about, uh, the issues in women's health, but also talk about business and like growth and like financial topics and data.

Just like everything that's important to just bring awareness because women, I mean, people in, in this case have many times such good ideas and it's just unfair. There's such a big bias against us, and I've been through so many cohorts globally and I've been through so many startup events. I now actually, when I do get invited for a start event, I immediately ask, what's the ratio?

Because if I'm the only female founded company there, it already feels a bit intimidating. And then I'm talking about vaginal health. So that's that taboo or that noise, what you hear in the room. Of course, that's quite uncomfortable. Now I'm quite. Dedicated to like, I'm gonna break to the booth, but I can understand that not every woman has that personality, so I wanna make sure that we open the doors for these kind of women to actually make it a little bit easier.I hope so. Yeah. And I also feel like it's not just about showing our success and showing what we're doing. Great. It's also about. The struggles that we're going through. Of course, it's part of the story 'cause it's a part of the story and it's a part of our lives and everybody goes through these struggles.

Especially, it's not easy to build a business from scratch and to scale it as high as we want to scale it, and accepting the nose, there's hundreds and thousands of nos. So I, because one thing I did going through all the, no. Um, one thing I've been doing consistently is just listening to people who, who made it and who skilled multiple startups or exit multiple startups or just multimillionaires.

And one of the first thing that I told me, just get comfortable with no. Like it's good to get No, because you, you learn from it. It's not the right investor, not the right profile, but never take it personally. I mean, of course in some cases maybe the idea is just not strong enough, but if you just get comfortable with a no, not take it personally.

In the beginning I didn't have that because it was quite, it was quite intense. But then I realized, someone told me about, just think about it. What if. 10 more nos leads you to the Yes. That means that you just wanna get the no over with and just focus on the Yes. And that's the mindset I've been having to just focus on the positivity and just never give up.

And I think in my case with the background I'm from, and with the dedication of seeing and lived the experience and the pain, I think that was also what keeping me going. Whenever I had hard days or whenever I honestly didn't know what to do or. Didn't saw any, any lights in the end of the tunnel. I just thought that no, I, I thought bad back about this women.

I was like, no, I will never, never give up on, on this idea. Very strong drive. Yeah. Yeah, but you, you just mentioned you, you were shy in a conference. I, I cannot expect that this word shy and you, it's just, just not coming together in my mind in the beginning. The reason, I think, the reason why I was shy is because I, when I did private equity, um, I traveled a lot.

I've been to a lot of conferences, a lot of podcasts, but then I changed. To medical and I realized I have zero connections, nada, not even one in healthcare. And then in six months I ended up in Forbes because I just used the same formula. And just be, be comfortable by being uncomfortable. Um, because I also told you today, the first pitch I ever did was on a huge stage in MAT uh, ParisMat Femtech, and we ended up in the top 10.

But like, I don't even remember the pitch, so I totally blacked out somehow. We did good, but I totally blacked out. I was like really nervous and because. Like it, it's good to be comfortable in, in what you're doing, but I was consistently uncomfortable because healthcare starts back then, it felt like such far of my bad show and I was like, I'm gonna build a startup.

I'm gonna do medical startup, med tech device. And people looking at me like, huh? I was like, yeah, I'll figure it out. And we did. I think the main difference, what I see, I, I'm in connection with many startup companies and spinoff companies that, uh. And it was also the, the reason that I make this decision so quickly, um, that, that because you are a funder, you have this very strong drive, uh, everybody accept it and, uh, that, that it's, it gonna now be a success.

So that's why I think it's a huge difference, uh, between your story and the, the average. So it is much evolved, the, the average, and I think it's very important and, uh, absolutely. And also the team you have, it's, it's also also very interesting and it's, it's very important too. To see that, that you have a very, very international team, a very dedicated team, and it is also quite rare.

Yeah. Honestly, it's, it's not, not a common case. I think it also brings, it brings a lot of perspectives to the table and you need like all perspectives to build something global. And that's what we're trying to do at YON E as well. But like, that's interesting 'cause when we first spoke over, like video call when you had not decided yet that you were gonna invest or not, so after that, like.

During that chat, what made you feel like, oh, I should actually put my money into these people? Yeah. As, as I mentioned, the, the, the feelings. So, you know, of course we made the, the professional due diligence, and you remember you, I sent not hundreds of questions, but, but those ends of questions and you answered very quickly also the response.

I like it. Oh, we're honest. I'm really upset that, uh, somebody's coming to me asking money, a serious money, and, uh, they are answering my emails after three days. No. For me that's, no, no, that's a no-no for us. Yeah. Even with our stakeholders, when, when we notice that they need like four days, there is one we're already calling them like, listen, we need, we need this going.

Yeah. And I feel like when you're trying to do, get something done, you have to, like, especially in a startup, you have to be a doer. So you can't just like sit back and say, okay, I'll wait for four days for an email That's never gonna come back. No, because you do like everyone has a phone in their hands or you see, you see it actually coming in.

So of course we filter down on priorities and we work on different time zones, so there's no every time zone we are. So you can recess. There's no waiting for us. Like we, that's something that we actually instill in our wider team as well, just to be very prompt and to. Like, at least give us deadlines. If you're not able to get to us, tell us and we'll expect, you know, whatever is fine.

You know, life happens, but we are very strict on deadlines. And what is also really good in our case, I really, I really worked hard on finding a strong advisory board. Um, and even them, I can just call them like for example, the due diligence. I immediately called everyone to listen. Today we need to be all on top of it.

And everyone immediately was also helping because of course we have finance and we have fundraising, we have also legal. And I think that's important with scaling a startup as well, that obviously. I'm not strong in these, in these departments. So you need to find someone that believes in you and that is also actively available to help you out.

Because we're all working to raising funds and imagine we cannot reach the advisory board to help or give advice. So I also instilled this work, work environments that we are always, uh, in communication with each other. Yeah. Was it difficult to find these advisors? Yes. Yes, yes, yes. Because I realized that.

Um, I'm just gonna be transparent right now. Sometimes on LinkedIn people have this image and they have a lot of titles and awards, and then you think like, whoa. And especially when you're like an early stage founder, you like get quite fast, impressed, and then you realize, because what I'm doing is of course.

Everyone that's on our team with an advisory, like we track the, the, the deadlines we have meeting minutes, like we make sure it's quite easily, um, visible if an advisor is not doing what they're started doing. And then I've been going around asking for advice and they said many times, uh, board members or advisor Boardman, they just like to have that title, but they don't actually do anything.

I've been through that as well. Um, and then I was really realizing just I was uncomfortable because as a young founder, you need to basically tell them that they're not doing what they promised and they're, they're not doing it like the rights. And then I felt like quite uncomfortable because they have so much more experience.

They skilled many companies and then I need to tell them it's not working out. So. Again, I just needed to get comfortable by being uncomfortable and then I realized, no, no, I need to be strict, like it's our advisory board. We need people that can actually help us either, uh, by growth, by investment, or legal or finance.

They have to do daily job. Exactly, because that's why they are on our board. Because otherwise I want someone that has much more experience and much more life experience. Business experience can actually tell me like Rose. That's the right decision, that's the wrong decision, or give us advice. And if you're not doing anything or cannot even reach you for three weeks.

Yeah, I'm sorry, that's not gonna work out. So I've, I stopped with a couple of advisors. Yeah. But now you have the entire team and also the advisory team, and you get the good vibe and chemistry. Yes. We also have such a and I, I look at both of you. I feel like we have such a good energy in the team because my main goal as well is that I wanna, every day when I wake up, I want to my team to think like, oh, we work for something bigger than us.

And that they feel like they're so valued. And I wanna make sure that everyone that has their own expertise. Can also actually grow in that and actually show their expertise and just to have also fun while we're doing it because it's a lot of hard work and we will go through stressful situations. So I feel like communication, transparency and just connection is so important.

I feel like so far we've been having such a great team. When you are working every day for the same thing. And you're not seeing, 'cause like building a medical device takes patience and takes time. It's not like we're, we start now and we see the result instantly it's gonna be years till we actually see the result and actually scale the device as well.

So with that constant motivation, you need every day to wake up and be like, I actually love what I'd. Do every day, even if it's like, you know, step by step. 'cause that's what happens when you're building a medical device. It's a slow process that takes a long time. So I feel like that's something that's extremely valuable for us, that we constantly check in with each other and we're, you know, trying to make sure that we actually enjoy every single day of, even if it's a stressful day, we want to end it on a good note.

And also just being, being transparent because when things. Are going hard. I don't wanna give this, this fake image. Like things are going amazing and people don't know what's happening. So I'm always making sure that people know what is happening with, on a way that I keep the team also positive. Uh, but yeah.

I'm not gonna lie that the last couple of years were reality is in your showroom. Exactly. And I don't wanna, I don't want to because that's how I've been working for some startups. The whole image was perfect, and all of a sudden you lose your job. All of a sudden, like things are going hard and you're like, you should have told us earlier, because we can also maybe come up with ideas or, or help you.

So that's why transparency is so important with our team. But I feel also with you in this case and with our stakeholders, like transparency is just number one priority for us because I always say values first, money after, because yes, of course we all need, we all need money as a startup. But if you choose that above values, then it will also always.

Hunt you down in the future, I assume? Yeah. It's very important. You just asked the question why I decided. So the, the, not just the dedication, but also the value. So the impact is, is very important for all of us and, uh, I think it is the common value and that's why it was very easy decision for me just to go this direction.

Did you, did you experienced any problematic, intense situations with startups you invested in? Yes, definitely many times. I'm sorry to hear that. There are ma many problems. Uh, mainly, uh, most common problems is, is the, the people. So for example, I have a current case. The, the funder, the, the CO is, is, is not accepting the advice really just and, uh, not following the advice and, uh, not just, uh, the investor advice, but also the advisory board.

He has, uh, his own idea and is going that direction and, um. We see that it's not, not the best direction and still he's not, uh, doing, uh, not accepting the advice. We are not, uh, changing. So we have to make some drastic change in that particular case. Yeah. So everything is starting by, by, by the people, and that's why I was happy that you have this, this good team.

On the other end, it's just more a technical question, but how do you manage. This international team together. So how is it how it looks like a day for you? Slack? No, we work with, uh, we work with Slack and I'm always, so I do work on, on multiple time zones. I'm okay with that 'cause I'm not so good sleeper either way.

And my A DHD, uh, is not really beneficial for sleep. So I am making sure to always speak with all the time zone. Uh, we have multiple group chats. They're really dedicated and I feel like women are in general, super organized with all the lists and all the, the things. So we do have a lot of lists and channels, but it's really beneficial because we're doing a lot of things at the same time.

Um, we are also making sure with our biweekly meetings that we are making sure everything is on paper. Shirin is our project manager, so she's really on top of tracking. We also use tools like Clickup to make sure we're on that line and schedule, and everyone can always see where we are on the project.

So we are really. Efficient with time management. And I feel like more than anything, in any job that you know in, in a team, it's essential that people know their responsibilities and once people know what they're expected to deliver. Then And you trust them to deliver it, they will do it. Yeah. And we've been very fortunate to have, all of our team is really motivated and we, because we believe in the cause and we're very passionate about it and everybody knows their roles and you know, we've got, we usually create like weekly plans for everybody and what to do.

And I think that's how we keep track of things going on. 'cause I work from the UK time zone. She works for him. Hungry time zone. And then we've got, um, our director of Microbiome innovation, Melissa, she works from the US so we, you know, try and segregate tasks based on time zones and we just pick up after each other.

And I think we just, yeah. Yeah. And also I feel like the one thing I always almost thought that I don't wanna be as a founder is like, micromanaging, because I, I need to have a team that I can trust. And I feel like that's why transparency and giving. Giving the opportunity that when things are going wrong or when things are going hard, that they feel comfortable and, and, uh, to come to me.

So there will never be a case where something goes wrong and I'm not aware, like we are so transparent with each other and we really have this group environment that we just wanna really do this together. And I also told my team many times, it doesn't matter what time I text on Slack, just ignore my message because you don't have to respond.

But I feel like we're just really. Friendly also with each other, like we're really friendly hands on and, and really open in communication. I feel like that's important and I'm also aware that, I mean I hope that that's how I can scale the team with this energy, but I'm also aware that it's quite rare what we currently have in the team.

I think it's only has been possible 'cause we're still a very small lean team. And, but we get along really well, even with our advisors and yeah, all of us can reach out to them and ask for any advice whenever we need. You just also met our advisor, our advisor in London. Yeah, I did. Yeah. I met Matias, um, just last week.

He was visiting London as well. Yeah. So it's very important that you see that, uh, you have a perfect team now. Yeah. But if you scale up because you have to scale up. Exactly. It's hard. And that's what I was just gonna say, that it's, it's, it might be a bit. You know, stressful at that point, or even difficult to have the same.

Um. Culture within the as we scale. But I feel like if we're transparent and if we build that consistency across the team, then it is possible. And I also feel like the every individual on our team, uh, really feels like they can also, uh, share their ideas and like really share what their, where their strength lies.

And I feel like sometimes when you work in companies or startups or corporate. Many people have so many ideas, but they never feel comfortable that they have the platform to share it. And I feel like we really provide that and we really try to give that, uh, that opportunity to the individuals. And so far it's working, but I know that we need to scale fast with the p with the team.

And fingers crossed because I want this, this, yeah. Culture. Yeah. We just find more people like us, like each other and like we attract those. But I do feel like having this pure and good energy, somehow we, we, we attract. Uh, the similar people because even for an advisory board, our advisory board is so different from each other.

And even though I'm the only women and we are looking for female advisors, um, even though I'm the only women. Never once it's like uncomfortable or I never once I feel weird, like it's such a, such an open and strong and we are like going point by point. We're like hands on discussing everything and still just have a good relationship with each other.

Is there anybody's missing today from your team core person or, or you have every, everybody, not Melissa then, but she is in, she is in Texas. So it's quite far, but everybody's, you have all the position now, so you don't miss anybody. And we need to have a Chief technology officer. Yes. And we're discussing with Uniprisma already with Timon to help us, uh, with this.

So in, I think in the executive team, we have, uh, of course we've got the CEO, we've got the CCO, and we've got the CFO, uh, but we still need the CTO and down maybe like mid next year, once we've gone through the clinical trial phase, we might need a COO as well. Yeah, to manage our partners and stakeholders and all of those other things.

And of course the CDO, chief Data Officer facts. Yeah, exactly. Again, because after the clinical trials, there's gonna be a lot of data that we will be collecting and even with our surveys and everything, so like data is quite very, extremely important for us, especially in Europe due to GDPR. Absolutely.

Especially in Europe. It's so, and I feel like it's good that it's strict because then we've got this. Layers of trust and layers of like protection even for a consumer. So the consumer also knows that they can trust us and we'll, and our main goal is to never do anything without the consumer's. Consent.

Consent. Yeah. Especially now what's happening with, uh, aura. Yeah. And also like big un big fem tech unicorns. Like they've had cases for years. And yeah, because what I, because I'm thinking about it as well, right? Because I want to make sure, especially now with all the news going around in FEmtech and with, with all this women canceling their subscription, like what we can do.

And I, I feel like the answer is so simple. Just let the user give the consent in what they would like to share, because in our case, we will. Um, collect data that's never been discovered before. So if the user knows that we are purely gonna use it for research purposes or changes in healthcare, and they say yes, then we can, we can share why do we need to do secretly and like share this with Medtan find, just ridiculous.

And like data is amazing. Like we need data to actually. Bring innovation in healthcare and if you have this data, you can literally change the industry overnight and, but having the data with respectful boundaries and consent. Is our top priority, and we hope that we can be an example. So for other companies, yes, we want to be setting an example for every Femtech, um, company out there.

Or not just Femtech, like any industry. 'Cause data is important. E. Any anywhere you work, so, and I'm also already thinking, like right now we're working so hard to get this device into markets and to get a strong name and become a leader, and then imagine at the search, because it always comes out when there is a data leak.

Imagine after like five or 10 years when you're such a big unicorn and then you have this court cases, then basically everything which you work for. Yeah. So that's why for us, data protection, transparency and consent is like really, really important. We have daily conversations already with our legal department as well, how to set it up right from the beginning.Yeah. So, yeah, that's, um, it's, it's really important for us. Yeah. How did you, um, get into like female health and you, you even did a PhD in like gynecological disorders and genetic disorders, so how did you end up in. Female health. Yeah. You know, I'm, I, I didn't end up in female health. It, it is just, um, by chance we met, uh, a couple of months ago and, uh, I really liked like the story and, uh, the, and your personality and, uh, it was the reason.

On the other hand, since uh, we posted this, uh, this information, I, I receive. Two to five, um, requests from different mtech companies and female leaders that, that they are very happy and I, I get this information that they're suffering so much. Yeah. That, that they don't have a funding, they don't have the attention.

And, uh, and uh, I was just thinking, and yesterday we were talking about a bit more detail than I will talk about other investors next week in the Czech Republic that, uh, I think it it'll be our, our, our core focus now from now. Uh, that's beautiful. It's because it's, it's so, so problematic and, uh, it's so important that it is for, for us, as I mentioned, the, the impact is very important.

Yeah. So it's, uh, money is, is just a value and the tool, it's not a value, it's just a tool, but the impact, what you are doing and other companies, they are suffering because they don't have this attention and funding, I think. It's very important to, to support them. Yeah. And then, and I think it, it's very important and I think that was also the whole core message of the shoot with the additional information and data that we shared about the pressing needs in women in business and women in health.

So I'm happy that these women also felt comfortable to, to reach out to you and share, shared their story. Yeah. When you, like when you generally invest in companies and in startups with your experience, how do you. Decide, um, like is it the key driving factor of the team, the founder? It's, or is it the concept maybe def Definitely, so, of course we, we are doing the, the usual way of the due diligence, the professional and the, and the financial.

But as I mentioned before, the team is the most important for me because, uh, with a very good team, uh, uh, not the best company, not the best. Product is, could be also be able, and that you, you can do, do, uh, you can be a game changer. But if, even if you have the best company, the best product with, with the, with the not so good team, you know, it's, it, you will just suffer and most probably will fail.

So that's why the team is the, the most important dedication. I I do not see this dedication, uh, uh, so frequently many funders, they are, they are thinking, they're dedicated, but they're not dedicated. They're just, uh, um. Just a bit crazy because of the unsuccessful pathway. They, they, they became a bit, bit, uh, money and crazy.

So it is not dedication. So it's very important that, that, uh, to differentiate. Yes, exactly. Uh, so this dedication is, is, is, is, is more important for me. Yeah. Because also, um, some, some seasoned individuals in the field also told me, indeed, it's always people or, or funds. Because imagine when the funds open and you get this investment.

When you have no team, you have no one. Strong to help you and then you're, you're not only losing the return of investment, but also like so much time goes to waste. So it's, it's, um, people is really important. Yeah. Yeah. And you know, we are talking about run, so it was the first run, but we have to think about the second and third one if you don't have the team.

So it's very nice. We have the first rundown and. You reach the TLR two or, or any milestone you reach, but what, what's next? So, so it's very important that the continuity, so, so we, we would like to reach a exit point. I don't know. Um. What is your, your, uh, current expectation for, for what is your ex exit strategy at this moment?

But, but anyway, so it's, it's a multiple step and then, uh, there is this, uh, many steps to reach that point. And, uh, if you just focus on the fir this particular round, it's, uh, it's, it's real bit not work anymore. So you, you have to make, make a very holistic view. Yeah. And, uh, for this holistic view, you need the team because the team is a constant and all the other things are changing.

Yeah. Yeah. And I feel like holistic, it's a, it's a good word, especially in startup environments. It's also for women because we have of course, different, uh, hormone cycles than men because we need to also work around our cycle. And I also learned the hard way that it's not efficient to try to work 24 hours a day.

Um, but because you have the dedication, you also need to find. Your balance and like okay, what is still like be dedicated when it's still healthy without also losing yourself and like losing your environment. And I feel also with all the startups cohorts that I've been through, I've seen a lot of companies fail or like continue because you need to push and you will lose relationship or you will have a hard time making time for friends and family and especially in the beginning to like set up the company.

And I feel like that's where the holistic view also comes in place and also. Realize that I cannot build a company on women's health and women's wellness when I'm not listening to my own advice. So after like two years, I was like, no, I really need to implement the holistic view for myself as well. And I feel like that's what I'm also trying, um, for the team.

Yeah, because that's, that's important. Like people are important, but to. Keep people also balanced and, and healthy during, during the crazy journey of startups. It's also important. Yesterday, I, I, I received a question. What I'm thinking about the work life balance, you know, it's, it's, it's, um, a very sexy word nowadays that Yeah.

And, and I, I mentioned and still like I keep, uh, um, this, uh. Opinion, which is not nice. But, but for me, the, uh, the people who are just talking about, uh, this work life balance, for me it is just, um, lazy and untalented people. They are more for the corporate, but not in a startup. In a startup where I cannot accept this.

No, you can honestly, because. How, I mean, you see me any anytime on Slack. How? Because like whatever I am, I'm just working because also I love what I'm doing so it doesn't feel like work. I not have the, oh, it's now five o'clock. I'm exhausted. I'm gonna clock out. No, I'm gonna get so excited. And sometimes I get at the end its two, 2:00 AM and then I'm still working on it because I want to like work it out.

It just makes me. It, it fulfills me because, especially as the founder, I need to love what I'm doing. And I feel like that love and that passion and dedication then trickles down to your team as well. But not, I also, I mean, if you love what you do, you never work a day. That's, that's such a true statement.

So yeah, it's just, um, that's, that's important. But if someone asks me work life balance, I, I dunno how to answer that, but I feel like it's also more about taking care of yourself. 'cause if you can't take care of yourself, then you can't build. Something like, I think it's really important, even just like a walk outside for like 20 minutes can do wonders.

And that's also what I mean with the holistic, like my morning routine is I, I do praying, I do walking. It's not just like immediately open my phone and like start to do emails. I just take like an hour for myself and like a bit slower starting. It prepares you for the rest of the day and it prepares you, it sets the right start towards the day.

Like you are walking 24 hours tomorrow. So you ask that. We're talking about work life balance. The, the, the schedule you just shared with us. Yeah. That it feels impossible. Pretty intense. Yeah. I'm working a lot, but every morning I start to, to walk five to 15 kilometers. So it's, it's more, not 20 minutes, it's one or two hours.

Do you work during the walk? Yes. Same inside, inside, but in your head. Yeah, but I, I don't get my phone with me. It is just, just, I'm not listening music, not nothing. Just walking on the beach. Just thinking about, yeah. Yes. It's thinking, it's, it's, fortunately I'm, I'm living very close to the aqua, so it's always nice weather, so 365 days I can do this.

That's nice. This walk. Yeah. And it's very fresh on the beach. Yeah. And, uh. But, but, but it's very important for my brain just cleaning up the, yeah. The trash. And also just get the new ideas, especially your brain is the more active, you get the best ideas, uh, in the early morning. So from 5:00 AM until 10, 10:00 AM is the best.

And I'm all exactly. I mean, sometimes on the walk I am working, I'm like walking like this and working. But um, I also do that in the evening before I go to bed because that's. That's where I feel like the balance should come into play that you, and sometimes also during the day, I go for a walk when I have some time, just need to, after some intense meetings or like some back to backs, I just need to have at least like 30 minutes of.

Outside. No, the walking is very important. It is just the connection in your brain. It's so many muscles you are working. So that's why the, the walking is very, very healthy. So that's why against Alzheimer's is the best prevention. And it's also about like filling your own cup before you can pour it out to other people.

'cause you've got to have the same energy for everybody you speak to throughout the day. And it's, uh, it, it's crazy how just taking the morning, let's say an hour, like one and a half hour for yourself. The, because that's the only thing that's really changed because I'm still working a lot. But like when I took my phone immediately working in immediately chaos, and you do that until you go to sleep, that's when I noticed, okay, I need to, I need to change because that's really not an healthy work life balance on a way that it, a start falling, of course, need to do a lot, but just, it just doesn't take that much time.

Just small moments for yourself throughout the day and it's just. Holistic view of it. Yeah. That's why I moved to Singapore, so Oh yeah. I had so many issues or health issues I had because of this hard work and we just moved from one day to the other immediately and um, I completely disappeared because the six, seven hour time difference between Europe and Singapore, or 12,15 between us and Singapore.

The morning hours are no emails, no phone calls. It's, it's, it's, it's how do you manage that, that time zone then, uh, during the evening, so I have, of course in during the night, but, but I try to, to avoid them more or just minimize it, but still the, the morning hours, so I get obviously very fresh start of the day.

How, how many years you now in Singapore? Seven. Seven years. Oh wow. Do you like it there? Yeah. I love it. I love it very much. It's really nice. And um, also it's, uh, it's important question to you that you are focusing now or not focusing. Just most of my team and the focus is partly in Europe and US, but uh, Asia market is a huge, absolutely.

Growing tremendously and very quickly. Very quickly. Yeah. So, and also you mentioned that the ethnicities is a huge, uh, impact on your product actually through, um, correct me if I'm wrong, but the voice of co we gonna go live with the voice of customer today and we are actually also focusing on a, on Asia, right?

Yes. Yeah. Yeah, so it's, it's quite exciting that we can go, uh, live today and we are focusing on different ethnicities as well. So we are quite interesting and of course we're gonna share it with you as well, what the results will be. I think the main idea for our current, the new voice of customer that we're launching today is also to get to bit know more about what the consumers actually want, and we're trying to understand more about how comfortable they are in their current fertility journey in their current.

You know, journey is tackling whatever they're tackling as females. Yeah. In Asia is the, the only problem, not problems, just the difference. Male is the culture and the religion. Exactly. And that's what, that's also one of the huge fa important factors, why we've included, um, south Asia as one of our target audience for this voice of customer because there's a lot of taboos around what goes, what can be inserted inside a vaginal canal and what cannot so.

And I've, with my own like experience I've seen, met with women, even like doctors from that part of the world who think that just inserting even a tampon can take your virginity away. Yeah. So I feel like that is something to be, I mean, these women are doctors and how are they still think it's a huge educational challenge for you?

It it is. Yeah. AB tremendously. That's something that we're trying to break with the, and it's just about education. It's like information that women don't have and some, some. Th some, um, what's that word? Like beliefs. So some beliefs that people have through culture or where they've grown up ha ha, has a huge impact on, you know, your daily practices and also on future generations when they have.

And gener a mom who thinks that using a tampon can break your virginity is gonna teach the same thing to her daughter, which is extremely harmful, I think. And it takes away this. Power of making her own decisions, which are right, not just medically, but also like socially. So it's a bit like, it makes me sad that people not don't know.

Like things or they just, I dunno. It's so hard to put into words. Well, yeah, but you, you don't, don't should be said. So it is just a challenge what you have to solve. Yes. Yeah. And I think that's also another, it's also challenge and a, and a big responsibility for us. And I feel like we, we all carry that understanding and knowing that it is such a big responsibility and it's such a, such a beautiful thing as well to be the company that's able to not only open the doors, break to boost, but also really educate.

Um, future generations and current generations. And I feel like that's such a beautiful thing. And that's why with our device and with our app, we also wanna target men because this is also where a lack of a lot of education is lying. And there are so many single fathers, for example, raising children.

They need to have that education as well. And I feel like that's why it's so important and beautiful at the same time that we carry that mission and that responsibility, and we hope to tackle all of these things with like. Trust and utmost sensitivity. 'cause we understand not everybody on this table or that table that we're trying to build for YON E will come with the same thinking background or cultural views.

So we want to be as respectful and as sensitive towards everybody, but also set that standard and bar that people are able to make decisions, informed decisions, uh, regardless of, you know, if they're a man or a woman or. So it's just my final question that how do you see your health in the next five, 10 years?

Question. Heavy question. No, I love that question. So in the next five years, we of course obviously launched our device, uh, within Europe and other continents. And then we, um, have also in person stores. And actually I would like to do something with the profits to actually build women's shelters or safe houses to give back full circle.

Um, so I would like to set that up in, in, of course. Unfortunately my, my, uh, childhood, but I know how it is to live there and I know what can improve and I really would like to dedicate also part of the profits, um, to that. Yes. And in your point of view, so top most priority? Definitely device. Going to market, being successful, doing amazing things with the data we collect, iterating the device, you know, being the first ever device to do wonderful things and.

Most and also educate women. Um, most importantly, I'd like to also have workshops that we would, we discussed about this a couple of weeks ago, that we'd like to partner with clinics, with hospitals and with maybe academic institutions to have workshops just to like educate people and so that they're able to make very informed and conscious decisions about their own bodies.'cause that's extremely important in healthcare. And that's where. Lots of people are lacking and that's where the pharmaceutical companies, they take advantage of. And that's why it's like a trillion dollar industry because people are not able to, yeah. Make the right decisions for themselves. And that's why also we will continue publishing our own studies and especially when we have the data aspect from our device, from our users upon consent, of course, that we will continue to, to make a change within research and pharmaceuticals and basically.

Really make that impact. Yeah. So that's, uh, that's our goal. Think it's really nice to, I think it's nice to see our work just come to life in the next five years and that will be like the most gratifying, uh, experience I think for us. Yeah. I hope I can also help in this Absolutely. Journey. Absolutely. You, you already are like, you are like our first stepping stone, so we'll go with in this journey.

Hand in hand, I'm sure. Yeah. And the fact that already these women reached out to you, that then sharing their personal stories and also for you to see the, the pressing need and for you to make a decision that Femtech will be the main priority. Thank you for that. Not only from a personal perspective, but really from all women in business.

Yeah. Thank you so much and also thanks for coming today. Thank you for the invite. Yes, thank you for having us. It was really in, it was such a fun conversation and thank you so much.