DarioHealth Corp.

Good morning, ladies and gentlemen, and welcome to the Dario Health fourth quarter 2024 results conference call. At this time, all lines are in listen-only mode. Following the presentation, we will conduct a question and answer session. If at any time during this call you require immediate assistance, please press star zero for the operator. This call is being recorded on Monday, March 10, 2025. I would now like to turn the conference over to Kat Perella, Investor Relations Manager at Dario. Please go ahead.

Thank you, Operator, and good morning, everyone.

Thank you for joining us today for a discussion of Dario Health's fourth quarter and full year 2024 financial results. Leading the call today will be Erez Rafael, Chief Executive Officer of Dario Health. He'll be joined by Stephen Nelson, Chief Commercial Officer. An audio recording and webcast replay for today's call will also be available online as detailed in the press release invite for this call. For the benefit of those who may be listening to the replay or archived webcast, this call is being held on Monday, March 10th, 2025. This morning, we issued a press release announcing our financial results for the fourth quarter of 2024. A copy of the release can be found on the investor relations page of Dario Health's website. Actual events or results may differ materially from those projected as a result of changing market trends, reduced demand, or the competitive nature of Dario Health's industry. Such forward-looking statements and their implications may involve known and unknown risks, uncertainties, and other factors that may cause actual results or performance to differ materially from those projected. The forward-looking statements discussed on this call are subject to other risks and uncertainties, including those discussed in the risk factors section and elsewhere in the company's fourth quarter 2024 quarterly report on Form 10-K. Additional information concerning factors that could cause results to differ materially from our forward-looking statements are described in greater detail in the company's press release issued this morning and in the company's other filings with the SEC. In addition, certain non-GAAP financial measures may be discussed during this call. These non-GAAP measures are used by management to make strategic decisions, forecast future results, and evaluate the company's current performance. Management believes the presentation of these non-GAAP financial measures is useful for investors' understanding and assessment of the company's ongoing core operations and prospects for the future. A reconciliation of these non-GAAP measures to the most comparable GAAP measures is included in this morning's press release. With that, I'll hand it over to Erez Rafael, CEO of Dario Health.

Thank you, Kathy. Good morning, everyone, and thank you for joining our call this morning. Over the past year, Dario Health has undergone a transformational shift, evolving into a leading healthcare technology company operating under a SaaS-like model. This evolution has solidified Zario's position as a premier platform in the B2B2C market, expanding sales to employers, health plans, and strategic partners, while continuously enhancing our technology, product offering, and AI-powered capabilities. The acquisition and the seamless integration of Twill Dario most significant today, it strengthens our leadership in the industry, creating one of the most comprehensive clinically integrated digital health platforms. Now supporting five chronic conditions under a single unified plan, we are uniquely positioned to meet the growing demand for consumer-centric, full-person care in an increasingly value-driven healthcare environment. How the market is evolving and why Dario is well-positioned. The healthcare industry is experiencing major shifts. Two key trends are driving our growth. First, the move toward the whole person, digital health, and vendor consolidation. Employers and health plans are demanding fewer, more integrated solutions that addresses multiple chronic conditions in a single platform. Point solutions are no longer sustainable. Buyers want a platform that delivers multi-condition care. proven ROI, and seamless integration with the existing systems. Vario is positioned ahead of this shift. The Twill acquisition has created one of the most comprehensive product portfolios in the industry, enabling us to deliver a multi-condition solution across metabolic, behavioral, and musculoskeletal health. Our AI-powered platform now supports five chronic conditions, making Vario a leader in whole-person care. One of the growing behavioral health and cardiometabolic offering, including partnerships with virtual providers, organizations like MediOvis and RULA, which Stephen will cover later, allows us to serve a broader population while delivering scalable, cost-effective care solutions. The second major shift is the rise of GLP-1 therapies and the need for long-term behavioral and lifestyle support. The rapid adoption of GLP-1 medications has transformed the healthcare landscape, and our clients recognize that the medication alone is not enough. Employers and health plans are prioritizing comprehensive solutions that ensure sustainable weight loss, metabolic health, and cost control. Dario has emerged as a leader in the GLP-1 companion space, supporting members before, during, and after treatment. Our integrated behavioral, metabolic, and digital coaching approach is a key differentiator, helping employers and payers manage the significant costs associated with the GLP-1 treatments, which ensure long-term health improvements. The demand is directly reflected in our commercial success. Ten of our new client points in 2024 were directly tied to GLP-1 solutions. Our GLP-1 companion model that is now including also prescription capabilities has been instrumental in securing employers' contracts as organizations seek comprehensive solutions that address obesity and metabolic health while controlling costs. AI is a major driver of our competitive advantage. AI is revolutionizing healthcare, and Dario is uniquely positioned to lead this transformation. Our approach, called AI-cubed, meaning AI, the third power, leverages artificial intelligence in three key ways. The first is operational efficiency. AI powers automation, scaled engagement, enhancement, member interactions, and reduces operational costs. Number two is member engagement. AI drives hyper-personalized, delivers precise, proactive, and data-driven interventions improving users' outcomes and retention. And number three, customer value. AI-backed analytics provides employers, health plans, and pharma clients with predictive insights enabling smarter, cost-effective healthcare decisions. These 25 years of users' data collected by Dario and the companies we acquired with 5 million patients' records and billions of data points Dario AI cubed strategy is a game changer that drives engagement, operational efficiency, and improved clinical and financial outcomes. We also reported today a strong financial and business performance for 2024. Our full year 2024 results highlight the success of our strategy. The total revenue reached in 2024 is $27 million, 32.9 percent increase from 20.4 million in 2023. Q4 revenue grew by more than 110 percent compared to Q4 2023, and 2.4 percent sequentially compared to Q3 2024, reflecting continued business expansion. B2B2C, employers and health plans, the current revenue grew by approximately 400 percent year-over-year, with 35 percent of that growth coming from organic expansion. Performer growth profit for the full business increased from 51% to 72%. Gross margins for our B2B2C business was about 80% for the last three quarters, reinforcing our trajectory toward sustainable profitability. We reduced our performer operating expenses by 35% from Q1 2024 to Q4 2024 and anticipate a further 20% reduction in our operating expenses by Q4 2025. keeping our contract for cash flow break-even by the end of 2025. The successful $25.6 million capital raise in January 2025, combined with our performer cash balance of $34.5 million as of December 31st, 2024, provides us with the strong financial position to continue executing on our strategy. Looking ahead, our plan to grow in 2025 As we look ahead, we plan to accelerate client growth and expand our business. In 2024, we won 36 new employers and health plans, bringing the total client base to 83 organizations. Based on our pipeline and continued market demand, we are targeting 50% net client growth in 2025, significantly expanding our footprint across employers, health plans, and pharmaceutical partnerships. With a frank financial profile, a market-leading AI-powered platform, and a clear strategy for expansion, we are well-positioned to drive sustainable long-term growth in the next few years. With that, I'll turn over the call to Steven Nelson, who will walk you through the commercial execution and client growth in more detail.

Thank you, Erez, and good morning, everyone. I am thrilled to share our Q4 and full-year 2024 results. marking one of the most transformational years in Dario Health's history. Over the past months, we have accelerated client growth, expanded our partnerships, enhanced our product offering, and strengthened our financial foundation. We've continued to execute our vision of delivering a fully integrated, AI-powered digital health platform, and we're seeing the impact of this strategy in both our commercial momentum and our financial performance. As we enter 2025, we are well positioned for continued success, and I'm looking forward to walking you through the key highlights from our past year and the opportunities ahead. Our client growth and expansion in 2024 was a record-breaking year with 36 new contracts signed, bringing our total book of business to 83 clients across employers, health plans, and pharma. Among these, 10 wins were directly tied to GLP-1 solutions. reinforcing our growing demand for behavioral and lifestyle support for GLP-1 users. Our solution supports people at every stage of their GLP-1 treatment, from onboarding and staying engaged to offboarding successfully. This approach helps prevent weight regain and ensures long-term health improvements. By combining personalized digital health interventions with behavioral health coaching, We help clients optimize treatment effectiveness while reducing unnecessary cycles, ultimately driving better health outcomes and lowering long-term costs. Additionally, our client renewal rate remained above 90%, underscoring the strong value and impact of our platform. This high retention rate reflects the effectiveness of our SAS-like model in delivering measurable ROI, driving sustained engagement, and ensuring long-term revenue predictability. These key factors position Dario for scalable, profitable growth in the evolving digital health landscape. 2025 is already showing strong momentum with nine new client wins in just the first two months through both direct deals and strategic partnerships. This rapid start underscores our confidence in sustained, accelerating revenue growth. Now let's discuss our business channel updates, starting with the employer segment. The employer channel remains a key growth engine for Dario as midsize and large employers increasingly consolidate digital health vendors in favor of integrated multi-condition platforms that drive better health comes and cost savings. Our GLP-1 companion solution has been a major entry point as employers rank GLP-1 medications as their number one healthcare expense. Dario's comprehensive approach supports the full consumer journey, onboarding, active engagement during treatment, and structured offboarding, ensuring sustained clinical outcomes while reducing unnecessary treatment cycles. Our new product packaging is already paying off, helping us win more deals and tailor solutions to different employers' needs. Employers want solutions that improve health and save money. Dario makes this easy by tying our pricing to real results and simplifying how they pay. Employers demand ROI-driven digital health solutions, and Dario is delivering by integrating clinical outcomes-based payment models and seamless claims-based billing, making adoption even easier. Our strategy for employers in 2025 is direct and focused. We will expand employer adoption by leading with cardiometabolic and GLP-1 solutions addressing both the cost and long-term health management challenges employers face. We will scale behavioral health services by integrating one of the largest virtual therapy networks in the U.S., ensuring employers can provide comprehensive support to their employees. Friday, we announced our new strategic collaboration with Rula, a leader in high-quality behavioral health services. This partnership gives Dario members direct access to Rula's extensive network of over 15,000 providers, covering 120 million commercial lives. By combining Rula's provider network with our AI-driven digital behavioral health solutions, we are making it easier than ever for employers to offer seamless, high-quality mental health care. This is a major step forward in expanding Dario's behavioral health solutions and accelerating adoption across the employer market. We are simplifying how employers adopt Dario solutions by using claims data for smarter employee targeting, seamless billing, and clear proof of impact. And we will drive sales execution through a refined go-to-market approach focused on targeting employer segments, accelerating pipeline conversion, and deepening existing client relationships. The opportunity in the employer market is massive, with a growing client base, an expanding product portfolio, and a commercial model built for scalability Dario is positioned to lead the next phase of digital health adoption, driving sustainable revenue growth and long-term employer partnerships in 2025 and beyond. Shifting now to our health plan strategy. The health plan channel is a critical growth driver for Dario as payers increasingly seek scalable, multi-conditioned digital health solutions that drive better outcomes, reduce costs, and improve member engagement. We are approaching health plans in two key ways. First, by supporting their existing lines of business with multi-condition digital health bundles, allowing payers to seamlessly integrate Dario solutions into their care models and provide comprehensive chronic disease management to their members. Second, by leveraging our platform to solve payer-specific challenges within their infrastructure and product offerings, providing a platform as a service model that enhances operational efficiencies, engagement, and clinical outcomes. Our dual approach is gaining strong traction with active engagement from all our partners. One major payer has already committed to transitioning to DarioMind this year, which will enhance our revenue for the second half of 2025. Additionally, we expect to add a full suite offering with one of the largest insurance companies in the U.S. market by mid-year, which will also contribute to revenue this year. Medicare Advantage and Medicaid are rapidly shifting to digital first care, especially in areas where Dario already excels, cardiometabolic and behavioral health. This creates a major growth opportunity for Dario as we strengthen partnerships with national payers and expand our presence in government-sponsored programs. By integrating our solutions more deeply into existing health plans, we are aligning with commercial, Medicare Advantage, and Medicaid's increased focus on managing chronic conditions through digital health. Expanding behavioral health access is a critical part of this transformation, and our recently announced collaboration with Rola strengthens our ability to support payers by combining Dario's AI-driven engagement with one of the most extensive behavioral health provider networks in the country. Because Rola is an in-network provider for most major health plans, this integration makes it even easier for payers to adopt Dario's behavioral health solutions, streamlining access to ensuring members get the care they need. Moving forward, we will continue embedding our multi-conditioned digital health solutions into payer products and benefits. We are rapidly scaling our platform as a service model, giving payers the AI-driven tools they need to solve key challenges, making Dario's technology even more essential to their business. Dario is at the forefront of digital health revolution for payers, setting new industry standards for innovation and impact. With a strong foundation, expanding partnerships, and measurable impact, we are set to drive deeper adoption and long-term revenue growth. Now let's dive into another exciting area of growth, our pharma and medical devices segment. This channel continues to evolve into a high-value, reoccurring revenue stream for Dario. reinforcing our position as a trusted digital health partner for leading pharmaceutical companies. As pharma increasingly prioritizes digital engagement and patient-centered care, we are seeing two primary ways they are leveraging Dario's platform to drive impact. First, pharma companies are engaging with Dario through our platform as a service model, which has been further enhanced through our partnership with MediOrbis. This allows pharma to integrate virtual care prescribing capabilities, and remote patient monitoring into their own therapeutic programs, creating a more seamless and comprehensive approach to patient management. As pharma moves toward more direct models of patient support, Dario's scalable digital infrastructure provides customized solutions that improve real-world patient support, streamlined access to care, and enhanced long-term adherence. This platform as a service model is gaining traction. with several leading pharma companies already exploring how Dario's expanded capabilities can deliver end-to-end digital health solutions, further strengthening our position in this high-value market. Our collaboration with Sanofi has already transitioned into a commercial, reoccurring revenue model, providing a blueprint for how pharma can leverage Dario's platform to create sustainable, digital-first, patient support solutions. Five major pharma and medical device companies, including Sanofi, are already using this model. This shows strong and growing demand for digital health tools that support their treatments. Second, pharma and medical device companies are increasingly turning to DarioMind as a digital therapeutic solution to support patients before, during, and after treatment. This approach ensures that patients receive the mental health and lifestyle interventions needed to improve adherence, enhance outcomes, and create a more holistic care experience. With our new partnership with Rula, we're further strengthening the behavioral health ecosystem available to patients, giving them access to a broad provider network alongside Dario's digital interventions. Since Rula is in network with most major health plans, pharma partners can now integrate behavioral health support more seamlessly into patient engagement strategies, driving better adherence and long-term treatment success. With virtual care prescribing and digital therapeutics now part of our platform, Dario is transforming how pharma and medical device companies connect with and support patients. As we close out 2024, it's clear that Dario has entered a new phase of growth, execution, and market leadership. We have expanded our reach, strengthened our financial foundation, and positioned ourselves at the forefront of digital health innovation. The results speak for themselves. Our strategy is working, and we are just getting started. The increasing demand for whole-person, multi-conditioned care combined with our ability to drive meaningful health and financial outcomes puts us in a strong position to accelerate growth in 2025 and beyond. Looking ahead, we remain focused on scaling our commercial success, deepening client relationships, and continuing to innovate with AI-driven solutions that maximize engagement and efficiency. With strong revenue streams, expanding partnerships, and a clear path to long-term profitability, Dario is ready to deliver sustained value for our customers, members, and shareholders.

With that, I will turn it back to you, Erez. Thank you, Stephen.

As we conclude today's discussion, it's clear that 2024 was a transformational year for Dario Health. We are entering 2025 with strong momentum, a solid financial foundation, and a clear strategic vision that sets us apart in the healthcare technology space. We have successfully executed our strategy, expanding our B2B2C business, integrating TWIL, dipping our employers and health friends' relationships, and strengthening our position in the GLP-1 market.

We have built

a comprehensive AI-powered whole-person digital health platform that delivers real value to our clients by improving health outcomes and reducing costs. At the same time, we have strengthened our financial profile and business model, making Vario a more efficient, scalable, and sustainable company. Revenue growth combined with disciplined expense management has positioned us for long-term profitability, and our ability to drive recurring revenue across all channels, including pharma, provides greater financial predictability and stability. Looking ahead, our strategy for 2025 will focus on three key priorities. Number one, accelerating commercial growth. We aim to expand our employers and health plans adoption, deepen existing partnerships, and increase penetration, in the fair and the farmer markets. Our goal is to increase our total number of accounts by 50%, with GLP-1 solutions remaining a key driver, as employers and health plans recognize the need for cost management and long-term behavioral and lifestyle support beyond the medication alone. Second one is leading the market shift to whole person digital health. The market is moving away from fragmented point solutions toward integrated multi-condition platforms that deliver better outcomes and cost efficiencies. This shift has only been reinforced by GFP1 adoption, which underscores the importance of holistic whole-person care. Cario is uniquely positioned to capitalize on this transition with a R-powered multi-condition approach. Number three is driving operational efficiencies and profitability. We'll continue to optimize our cost structure and take OPEX down by another 20% by Q4 of this year, scale our SaaS-like model, and remain on track for operational cash flow breakeven by the end of 2025. With continued operational discipline and AI-driven efficiencies, we believe we can drive long-term sustainable profitability. We have the right strategy, the right team, the right momentum to continue delivering profitable, scalable growth in the years ahead. I want to take the moment to thank our employees, partners, and investors for your continued support. We're incredibly excited about what's ahead, and I look forward to sharing the progress throughout 2025.

Thank you. Ladies and gentlemen, we will now begin the question and answer session. Should you have a question, please press star followed by the one on your touchtone phone. You will hear a prompt that your hand has been raised. Should you wish to decline from the polling process, please press star followed by the two. If you are using a speakerphone, please lift the handset before pressing any keys. One moment, please, for your first question. Your first question comes from Charles Rye with TD Cowan. Your line is now open.

Thanks for taking the questions. Erez, just wanted to ask sort of on the GLP-1 support programs, you talked about obviously able to help sort of onboard as well as, you know, support through treatment and then sort of the offboarding part. Curious, you know, to the extent that, you know, what number of patients or members have you seen successfully offboard you know, given sort of this idea that, you know, for most people this could end up being sort of a lifetime treatment. And perhaps, you know, what percentage of existing customers have elected to add the GLP-1 support solution?

Yeah, thanks, Charles, for the question. So last year we won like 10 accounts that have the – the GLP-1 solution, but for the B2C, we had a few hundreds of users that already used it. So with the B2C users that were launched even before, we have seen a few hundreds that we already have some data about them. And actually we are, We did a specific study that will be eventually presented on the ADA that will provide the exact numbers, and that's something that we're going to publish in June of this year. So we have already some results on the onboarding. More results we have on the onboarding and our ability to help users go through the onboarding of the process with the side effects and so on and retain on the drug. And also we have the capability to predict those that will be able to go through the onboarding and get the effect based on data that we collected over time. So we have some data and that data will be published on a very organized study on June of this year.

I know you're not giving 25 guidance, but any way to kind of give us some rough sense on what to expect, maybe broad strokes for your expectations for growth this year, and maybe in that context, how big of a percentage do you think the GLP-1 program will be as a percent of total revenue?

Yeah, so last week, as we mentioned on the call, we were like... We were like winning 36 accounts. This year we are targeting to go by more than 50 accounts. And that's obviously something that will impact more 2026 when we're looking into account because in 70% of the cases, the wins are going to generate the revenue the year after. We think that a third of what we were signing last year was related to GLP-1. We think that the GLP-1 alone is going to at least double this year in terms of the number of accounts and how we are penetrating it to the market. So we think that this is something that will have a big part of our revenues. Stephen, if you want to add something?

Yeah, I'll add. I think in the GLP-1 space, one of the things that we announced in January, I believe, actually, was our prescribing partner in Mediorbis. And that allows the employer, if they want to, if they want to, to prescribe accordingly as a part of their benefit design in general, or add controls, et cetera. So I think it's one point to reference. And again, I could go further if you'd like me to, but I won't unless you ask. And then the second point that I think is probably as relevant is just because you're asking about GLP-1, and I talked about it within the today's discussion as well, which is where is it headed? And clinically, there's a lot of information coming out about GLP-1, especially targeting end of year. And so as more clinical information and other information comes out on where it impacts and what it impacts, I think that's going to change the dynamic of it being only weight loss oriented today. Again, I'm not a doctor, professional, et cetera, like that, but I think there's a lot coming down the path as well regarding clinical and clinical efficacy around other ways that GLP-1 is also used. So weight loss is one thing, and chronic conditions are another, and there's a lot of data this year that I think will be released just to kind of round that out.

Maybe one more on GLP-1s just real quickly. How many employers are electing to have Mediobras prescribe it? Because my understanding is that if If you have a dedicated sort of prescribing network, that kind of can impact sort of rebate calculations on their pharmacy benefit side. Just curious if that's being actually explained.

Real easy right now, no. We just launched it in January. So we're taking it out and discussing it with all of them. It was a key part of our last year when we evaluated it. some of our business wins and losses because we evaluate those as well. We needed that capability. We pinpointed that as a capability need that we had to have in our product. Again, as we kind of discussed today, very focused effort on execution, what we exactly need to bring to the market and round out. Our GLP-1 offering, programmatically speaking, in our cardiometabolic suite was strong already. What we needed to do was just have that option. That's all we really needed was a capability. So time will tell on how many pick up the option. And also time will tell where the product then, as I mentioned earlier, goes in terms of clinical care. So we'll be prepared for the future as well.

Got it. And maybe just a couple questions on the health plan side. You know, it sounds like on the health plan side, the big focus has been behavioral health. Maybe talk about sort of the opportunities to expand offerings through the health plan side, you know, such as weight loss or, you know, the other cardio metabolic, conditions, and have any of those discussions been going on with existing health plan partners?

Yes. So I did announce today we noted towards something of the future, which was that we were expecting to sign a large health plan in the back half the year. I think that's pretty innovative, actually, whenever we come out with what we're doing with them and how they're doing in the market. It is full suite, so it is all products. It's also very encouraging. get the size and scale of having a full suite offering that allows us to do something with them. So, yeah, I think there's some opportunities there. I think that we're trying to be focused on what is our product market fit for now. And our best product market fit for now is enabling what would be our self-care members in behavioral health, the ability to get to a therapist if they need it. And doing that with the payers in mind, since they have their own therapist networks or one that we partner with that they do have a contract with today, we can close the loop with members. So if you need to see a therapist, you should see a therapist and now we can help you see a therapist. And after you see the therapist, the luxury of this is we'll take you back and then we'll put you back into our content world and understand how you are, where you are in self care again. So we, we closed the loop now in behavioral health. So we're with them today in behavioral health. We're trying to expand with all of our partners and their own behavioral strategies. That's why we're focused on that as our first priority. but no doubt our second priority is where and how we can expand in cardiometabolic, and we will have an expansion use case of that this year.

Okay, thanks. Maybe last question here. Last quarter, you guys had talked about expecting about 35% growth in the health plan revenue, in health plan revenue in 25. Is this still the right target to think of?

Health plan revenue in 25. Erez, do we go? Erez?

Maybe I'll take this one. We are not guiding for how 2025, 2026 are going to look like. In general, the growth rate that you mentioned is something that we are targeting in all the channels. That's generally what we are expecting. One more correction that I want to make. So you talked about the previous question, you assumed that you see more behavioral health that we are selling to health plan. I think that from a revenue perspective and also from a win rate perspective, I don't think that behavioral health is gonna be greater than the cardiometabolic. We need to remember that Dario built the cardiometabolic solution for many years and we have one of the most advanced cardiometabolic solution. And Twill have built a very advanced behavioral health solution. Both of them are being sold in the market as a standalone and also as a full suite. So I don't think that from a win perspective or revenue perspective, the behavioral health is going to be greater than the metabolic. I think that eventually when we are looking on the average revenue per user, the metabolic is larger in terms of revenues.

Great, and then just lastly, can you just remind us sort of your expectations for reaching breakeven? Is it still year-end of this year? Just wanted to just confirm that.

Yes, operational breakeven run rate by the end of this year, this is gonna be the objective. Just to your point on the 35%, I think that in the previous call, We talked about 35% growth in the total accounts that we are winning. And this year, this call, we updated the number that is going to be 50% growth in the total number of accounts. So we want to go by at least another 50 accounts this year. So that's the communication that we had with the market.

Understood. Okay, thanks for the clarification. Appreciate it.

Yes, absolutely. Thank you.

Your next question comes from Ashok Kumar with Think Equity. Your line is now open.

Thank you, Reza and Steven. Just a big picture question, and please flesh out any subtopics that would be of interest to investors. Again, the first question is, again, from a business perspective, right? How significant do you see the role of GLP-1 treatments in your strategy and growth opportunities? And two, as digital health continues to evolve, what differentiates your business model and financial profile? And how do these factors position the company for long-term profitability? Thank you.

Thank you so much. So maybe I'll start with the second question. We have seen digital health companies evolving. But I think that when we are looking into the market and the valuations and so on, there was a general disappointment about the financial profile of these companies, their ability to build a viable business. And I think that here, the way that we designed our product offering and also the way that we designed the organization is that we are building the business toward profitability. And the differentiator is, number one, in the ability to drive outcomes per patient. And number two is by helping our employers, specifically those that are 3,000, 5,000, 10,000 employees, to sign up on a full suite. It's something that is much more cost effective for them, and it's also cost effective for us. So eventually we are generating between 4 to 5x more dollars for every account that we are signing on. So if you are combining this capability with a very strong engagement capability, eventually you are looking into very high revenue in ROI that we are getting for every account that we are signing on. And if you combine it with a very effective platform, Cost management, we showed how on an integrated base, we took the cost between Q1 to Q4 done by 35%. This trend is going to continue into 2025. We think that by Q4 of 2025, we're going to cut it by another 20%. So I think that a very effective cost management plus very engaging product. plus very, very strong unit economic when it comes to an account and also to a user, that's something that put us in a position that we are going to create probably one of the first viable businesses in digital health. This one is regarding your second question. Getting back to your first question about the GLP-1, the two major trends that we see now that are going to push the revenue up and help us get a more significant portion in the market is number one, the fact that our clients are looking into more whole solution and whole person solution like multi-condition. That's number one. And number two is the continuous adoption of GLP-1. If you're looking into all the surveys that have been done among employers, you're going to see that And the largest expense is on the GLP-1 drugs. And this whole thing need to be managed in a way that they can eventually get the most effective ROI from deploying these drugs. And this is something exactly what we can help them doing. And we can help them show an immediate cost reduction once they're adopting us. It's for GLP-1 and also for the other for the other conditions that we are running. So we think that the GLP-1 is going to be a larger and larger portion of the revenue that we're going to generate this year and the year after. We already signed 10 accounts last year, and this year we think that we're going to at least double it when it comes to GLP-1. And that one is going to be large in terms of the revenues as well.

And, Ares, if I could add, you know, what I'd add just to your question in terms of the strategic moat. So, Ares covered where we are in terms of a company being mindful, profitable, et cetera. That's our goal, where we're stated, where we're at, run rate, et cetera. On target, want to execute there, too. Outline what we have differentiated around GLP-1 to pivot. We have D to C. kind of helping us, our business model, understand where we go and how we go as well. And then we also have learning from that to enable our B2B2C business. And that is a differentiator. We learn from that market. We then take it to the market, hardened, better, et cetera. That is a differentiator. We can leverage that data and those experiences to make our product more viable for the areas in wholesale distribution, employers, health plans, et cetera. So we have a good learning ground. Another strategic motto is being multi-conditioned. we have to harness that. And the more we can harness that as a responsible company in terms of being mindful of how we grow and where we grow as a profitable entity, having other areas we can grow, our multi-condition platform as we grow and scale, it's a strategic mode for us. And the markets are going to meet us there. I think so there's a lot around digital health for that as well, but we can add value to them, partner a solution, integrate with other partners, just like we announced. We don't have to build it all ourselves. We can find other partners to bring it in and make sure that our multi-solution, multi-condition platform is viable for all of our three target segments in ways that helps their business. So just to kind of round that out in terms of the moat, if you will, because you asked about where we stand strategic differentiation. I think just for clarity, it's being responsible towards our business model for sure. But in terms of the market, it's converting what we do D to C to B to B to C, and it's having multi-condition to really go to the market.

Thank you, Reverend Steven. All the best.

Thank you. Thank you, Ashok. Ladies and gentlemen, as a reminder, should you have a question, please press star 1.

Your next question comes from David Grossman with Stifel. Your line is now open.

Good morning. Thank you. You know, Erez, you spoke several times about vendor consolidation. You know, perhaps you could share some, you know, statistics on the trends in customers taking multiple solutions, you know, whether that be metabolic, taking behavioral, vice versa, or GLP-1s.

Yeah, so...

So when we are talking about multi-condition, it's not necessarily both metabolic and behavioral health. You have clients that are taking diabetes and also hypertension and also weight loss. I would say that today, more than 50% of the accounts that we are signing on are taking more than one condition. That's something that we're already seeing. It's a very strong trend, and most of it is in the metabolic. Those that are taking diabetes and hypertension, hypertension and weight loss, and all this kind of stuff. When it comes to full suite, Dario, all the metabolic, plus the behavioral health, At the moment, we don't have any account that bought this full suite on an integrated base, and we need to remember that we integrated the product only in 2024, and everything is under the same brand as of Q4 of 2024. We do have clients that were signing on the behavioral health and are now in a very, very advanced process to take also the metabolic. And we have those that are on the metabolic that are also taking the behavioral health solution. And that's something that we see as will happen this year with large accounts, at least three to five times. This is the statistic that we expect. We think that in order to sell the full suite in one shot, like both of the metabolic plus the behavioral health to one client, we think that it's going to be easier when we are looking into the employer size that is between 2,500 employees to 10,000 or 15,000 employees. And this is something that we expect that will happen this year because we already see all the RFPs and all the demand that is coming in. So I think that eventually, if I'm going to look into a potential 50 wins this year, I think that at least a third of them are going to be for the full suite. And I think that from the existing clients that we have, that are large clients, as I said, we're going to win between three to five accounts that are going to cross-sell from a single condition into a full suite. We don't think that a huge... You know what? There is one exception. We are working on a very... very, very large client, national health plan, that is going to take in one shot the entire full suite. That's the expectation that we have for the next few months. That's in general the statistic that we have. We don't think that we're going to see large accounts that are like hundreds of thousands of users, like health plans, that are going to take everything in one shot. The statistic there is going to be more gradual. They're going to sign up on a single condition and then expand into more conditions.

Got it. Thanks for that clarification. So just going back also to your comments about some of the strategic relationships with large pharma, you know, perhaps you could update us on the status of Sanofi and the other strategic relationships in the pipeline. Are they primarily geared what they're trying to do with GLP-1s and perhaps some more direct-to-consumer type relationships or Are the potential relationships broader or different than that?

Yeah, so for Sanofi, we're very clear, both in the press release and also in the script, that the existing relationship that was more like... clinical and data oriented has been transformed to be more commercial oriented. And that's something that, I mean, the account didn't generate revenue Last year, almost at all. And this year, it's going to get back to revenues, starting from Q1, because it's under a different commercial agreement. So we expect it will continue the revenue generation this year. Just to remind the audience, when we are selling the Twill Care, or what we are calling today Dario Connect, It's a solution that we are selling to a pharma company that is helping them with the top of finance. And this is something that Sanofi selected for one of the drugs. And that's something that has been launched and generating revenue starting from Q1. So this account has been transformed. When we acquired Twill, they had some agreement with pharma companies that we are transforming as well. So we're going to see this pharma channel generating recurring revenue is something that will happen this year after last year was almost zero in terms of pharma because we were transforming everything into a recurring revenue model. So that's with regards to Sanofi. The other things that we expect is that that's something that is very important for us to stabilize the revenue in a way that we are more predictable. And I think that if we're looking like one or two years back, we had like a situation that single or two accounts were contributing like 70% or 50% of our B2B revenues. We expect that in 2025, we're going to change it and more broadly in 2026, because we're going to sign We're going to see accounts that are more coming from employers, and that's something that will help us stabilize or make the revenues much more predictable. We do have a few large relationships that we are working on. We think that two or three of them are going to be signed this year. One of them is a national health plan that want to take the full suite. But the majority of the revenue is going to start and come from a relatively small to medium account. So we're going to see a lot of accounts that are somewhere between $300,000 to $1.5 million. Most of them are employers.

Got it. And just one last thing. I think in your prepared remarks, you explained or you talked a little bit about tying pricing to results and claim-based billing. Can you just explain that or go into a little more detail into what you meant by that?

Yeah, I'll take that one. Two things. One is that today we, Dario, in terms of our product mix being billed out to the market, we only have a certain percentage that we actually process in terms of a claim. And now we're allowing our clients, which would be employers or health plans, We're ramping up the ability so it can be paid as a claim. Today, our services are paid out of the administration side of the house. Majority of all of our programming is paid for from health plans or from employers through the admin side of their budgets. We're now moving to a side to enhance our billing options to get involved with the claim-based side of the budgets. And I don't want to get into all of it here on the call, but I'm sure as many of you know, There is the claim side of the equation and the admin side of the equation when you look at health insurance. And now we're starting to play towards the claim side of the equation, using that data to help us target better, engage more, report out, and I'd say get to the last thing, which I'll come to now, which is the outcomes. We need to look at the claims. There's a lot we can do to tie our programming simpler to existing clinical milestones that the employee needs to meet. And when they meet that clinical milestone, then we get paid. It's really a way for us to partner a lot more around our product in a direct way that shows the impact. And so for us, it's kind of a good way to kind of turn another option to engage people. We have one of those already in market today with the health plan, and we are discussing how and where we roll those out to other health plans and or discussing how and where we roll that pricing model out specifically to employers. And I think both of those are going to be a little bit differentiated than what's in the market today from a pricing perspective. Without going into all the details, we think we can win there. So to recap, getting more on the claims side of the equation for both targeting, analyzing, and processing ourselves in terms of us receiving revenue, that's important too. And then secondarily, getting closer, using that claims, claims basis, claims knowledge, get closer to outcomes, which can also tie to like, without getting into value-based payments, value-based payment models, et cetera. So differentiation and ease of business and differentiation on how we can get after a bigger revenue pool for ourselves as well.

Got it. Thanks very much. Good luck.

You bet. Thank you.

Thank you, Dave.

There are no further questions at this time. Ladies and gentlemen, this concludes your conference call for today. We thank you for participating and ask that you please disconnect your lines.