[GUEST ACCESS MODE: Data is scrambled or limited to provide examples. Make requests using your API key to unlock full data. Check https://lunarcrush.ai/auth for authentication information.]  Albert Alan [@_AlbertAlan](/creator/twitter/_AlbertAlan) on x 2829 followers Created: 2025-07-19 17:09:45 UTC Dear $CLOV Investors, Vivek Garipalli’s post presents three tiers of AI business models that, while abstract at first glance, reveal a fundamental thesis about how transformative platforms are built. At the worst end are companies that charge users to access their AI product. This traditional software-as-a-service model treats the product like a tool, one that you rent rather than one that changes the core economics of your business. Over time, these tools become commoditized. As competition increases, prices fall, and customers begin to switch to lower-cost alternatives. The business may still survive, but it loses its strategic edge and becomes interchangeable. In healthcare, this plays out in areas like clinical decision support or documentation software that hospitals license on a monthly or annual basis. These tools may be helpful, but they are fundamentally transactional and can be replaced the moment a cheaper or more efficient competitor emerges. At the next level is what Vivek calls the “OK” model. This is where the product is free for the user, while the company monetizes through a third party. A good example is Open Evidence, a platform I use that provides clinical insights to physicians at no cost, while earning revenue through pharmaceutical advertising. While this creates accessibility and reduces friction for users, it also introduces a vulnerability. If another company builds a more accurate or more user-friendly platform, switching becomes instantaneous. There is no inherent economic value being created for the user or the buyer. The AI product serves as an intermediary, not a source of structural advantage. While this business model may generate short-term revenue, it lacks long-term defensibility because there is little reason for users to remain loyal. The most powerful model, and the one Vivek refers to as “the best,” is precisely what Clover Health has engineered through Counterpart Health and its AI-driven platform, Counterpart Assistant. In this model, users are not charged to use the product. Instead, the AI delivers measurable economic value to payers or providers by improving care outcomes and reducing costs. For example, deployments of the Assistant have reduced Medical Cost Ratios by more than 1000 basis points, or 10%. If an insurance company earns XXX billion dollars in annual revenue and saves ten percent through Counterpart’s AI, that results in ten billion dollars in retained value. Clover, through Counterpart, can enter into a shared savings agreement and receive ten to twenty percent of that savings. That means the company could collect X billion dollars annually, not by selling the software, but by participating in the value it creates. As the insurance company grows, the AI continues to deliver the same percentage savings on an expanding revenue base. From the client’s perspective, the platform becomes irreplaceable. Turning it off would mean giving up billions of dollars in annual savings. This creates a symbiotic relationship. The AI platform is no longer a tool but a core driver of profitability. It becomes embedded in workflows, clinical decision-making, and the economics of the business itself. Vivek’s message is that the most valuable AI companies in the long run are not those that monetize through access or advertising. They are the ones whose value scales with the value they create for others. In that world, paying users is not a gimmick. It is a natural consequence of building technology that delivers real financial outcomes. Counterpart Health is not selling software. It is selling margin expansion, risk reduction, and sustainable growth. That is what makes the business model not just innovative, but foundational. XXXXX engagements  **Related Topics** [clov](/topic/clov) [transformative](/topic/transformative) [abstract](/topic/abstract) [coins ai](/topic/coins-ai) [$clov](/topic/$clov) [Post Link](https://x.com/_AlbertAlan/status/1946618475843363103)
[GUEST ACCESS MODE: Data is scrambled or limited to provide examples. Make requests using your API key to unlock full data. Check https://lunarcrush.ai/auth for authentication information.]
Albert Alan @_AlbertAlan on x 2829 followers
Created: 2025-07-19 17:09:45 UTC
Dear $CLOV Investors,
Vivek Garipalli’s post presents three tiers of AI business models that, while abstract at first glance, reveal a fundamental thesis about how transformative platforms are built. At the worst end are companies that charge users to access their AI product. This traditional software-as-a-service model treats the product like a tool, one that you rent rather than one that changes the core economics of your business. Over time, these tools become commoditized. As competition increases, prices fall, and customers begin to switch to lower-cost alternatives. The business may still survive, but it loses its strategic edge and becomes interchangeable. In healthcare, this plays out in areas like clinical decision support or documentation software that hospitals license on a monthly or annual basis. These tools may be helpful, but they are fundamentally transactional and can be replaced the moment a cheaper or more efficient competitor emerges.
At the next level is what Vivek calls the “OK” model. This is where the product is free for the user, while the company monetizes through a third party. A good example is Open Evidence, a platform I use that provides clinical insights to physicians at no cost, while earning revenue through pharmaceutical advertising. While this creates accessibility and reduces friction for users, it also introduces a vulnerability. If another company builds a more accurate or more user-friendly platform, switching becomes instantaneous. There is no inherent economic value being created for the user or the buyer. The AI product serves as an intermediary, not a source of structural advantage. While this business model may generate short-term revenue, it lacks long-term defensibility because there is little reason for users to remain loyal.
The most powerful model, and the one Vivek refers to as “the best,” is precisely what Clover Health has engineered through Counterpart Health and its AI-driven platform, Counterpart Assistant. In this model, users are not charged to use the product. Instead, the AI delivers measurable economic value to payers or providers by improving care outcomes and reducing costs. For example, deployments of the Assistant have reduced Medical Cost Ratios by more than 1000 basis points, or 10%. If an insurance company earns XXX billion dollars in annual revenue and saves ten percent through Counterpart’s AI, that results in ten billion dollars in retained value. Clover, through Counterpart, can enter into a shared savings agreement and receive ten to twenty percent of that savings. That means the company could collect X billion dollars annually, not by selling the software, but by participating in the value it creates. As the insurance company grows, the AI continues to deliver the same percentage savings on an expanding revenue base. From the client’s perspective, the platform becomes irreplaceable. Turning it off would mean giving up billions of dollars in annual savings.
This creates a symbiotic relationship. The AI platform is no longer a tool but a core driver of profitability. It becomes embedded in workflows, clinical decision-making, and the economics of the business itself. Vivek’s message is that the most valuable AI companies in the long run are not those that monetize through access or advertising. They are the ones whose value scales with the value they create for others. In that world, paying users is not a gimmick. It is a natural consequence of building technology that delivers real financial outcomes. Counterpart Health is not selling software. It is selling margin expansion, risk reduction, and sustainable growth. That is what makes the business model not just innovative, but foundational.
XXXXX engagements
Related Topics clov transformative abstract coins ai $clov