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Hi there,

Welcome to Issue #132!

⬇️ This week’s highlights! ⬇️

Thanks for being here. Let’s keep building the future of health- together.  

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Here’s What It Means for Your Career in Women’s Health.

What a viral AI essay, 75 million readers, and a growing debate can teach us about future-proofing your career and why understanding the business of women’s health has never mattered more.

If you’ve been on LinkedIn, X, or pretty much anywhere on the internet this past week, you may have seen a post that’s lighting up every feed I follow. Matt Shumer, a 24-year-old AI founder and CEO of a company called OthersideAI, published an essay called “Something Big Is Happening,” and it’s now been viewed over 75 million times. That means 24% of all Americans read this article. Did you?

His argument is simple but provocative: AI is about to reshape every knowledge-based job, and most of us are in the same position we were in with COVID in February 2020. We can see the wave forming, but we’re telling ourselves it probably won’t hit us.

I read it. I sat with it. And then I did what I always do: I started thinking about what it means for all of you — the professionals, founders, clinicians, and career-switchers working in and around women’s health.

Because whether Shumer’s timeline is exactly right or slightly overblown, the underlying signal is real. And it’s one I’ve been talking about all year.

Shumer’s core claim is that AI has crossed a threshold. He describes walking away from his computer for four hours, returning to find a fully built, production-ready product — something that would have taken his team weeks. Not a rough draft. Not an outline. A finished product. He says coding is the “canary in the coal mine” for what’s coming across all knowledge work: marketing, operations, strategy, research, analysis.

He points to benchmarks from METR, an independent AI research organization, showing that the time AI can work autonomously on complex tasks has been doubling every seven months and is now accelerating to every four. Right now, AI can handle tasks that take about five hours. By next year, that could stretch to days.

The essay went mega-viral because it hits a nerve. Fortune syndicated it. Over 100,000 people liked it. Thousands commented. It’s being debated in boardrooms and group chats and Slack channels everywhere.

And for good reason: even if you disagree with the specifics, the feeling that something is shifting fast is undeniable.

Gary Marcus, an AI researcher at NYU who’s been one of the field’s sharpest skeptics, called the essay “weaponized hype.” His concern? That Shumer cherry-picks the most dramatic benchmarks without acknowledging the gaps. AI still hallucinates. It still makes confident errors. The METR data Shumer cites has important caveats — those benchmarks measure task completion at 50% accuracy, not the 80%+ threshold most businesses would actually need.

Others have pointed to real-world examples that temper the hype. Klarna, the fintech company, made headlines last year by announcing AI had replaced 700 customer service agents. But by mid-2025, their CEO was backtracking, admitting quality had dropped and they were re-investing in human support.

Fortune published an analysis acknowledging the essay was “directionally right” but argued the timelines and scope were overstated. The speed of technology capability is one thing. The speed of organizational change, regulation, training, and adoption is another entirely, especially in women’s health.

My take? Both camps are right. The productivity gains from AI are real and accelerating. And the notion that every job will be disrupted in 12 months is not. The truth lives in the never-completely-clear middle, which is exactly where we need to be paying attention.

Here’s where it gets personal.

If AI can already write marketing copy, draft strategy decks, build product prototypes, analyze clinical data, and summarize research papers — and it can — then the question for anyone in our industry is: What makes you irreplaceable?

It’s not your ability to do the task. It’s your ability to know which tasks matter, why they matter, and how they connect to value in a complex, heavily regulated, uniquely nuanced industry like women’s health.

That’s the moat. That’s what AI can’t replicate. Not yet, and likely not for a long time.

AI doesn’t understand why a payer rejected your reimbursement model. It doesn’t know the political dynamics behind state-level maternal health funding. It can’t build the relationships with hospital systems that lead to pilot programs. It can’t sit in a room with an investor and articulate why your approach to menopause care is fundamentally different from everyone else’s.

But you can. If you understand the business.

I’ve been thinking about this a lot — and I keep coming back to the same two things:

Over the last couple of weeks, I’ve had conversations with two founders I really respect — Kaitlin Kirstein, the CEO and founder of Gabby, and Jess VanderWaal, the CEO of Frame. In both conversations, the same theme came up: when they’re hiring, they’re not just looking for people who say they can do something. They want people who can show it.

And one of the best ways to demonstrate that right now? Talk about your personal use of AI — and I don’t mean in a surface-level way. Showing up to an interview and saying you use ChatGPT to write things a little better isn’t going to cut it anymore. You need to be able to talk about how you solved a real problem. How you built something. How you’ve used multiple AI tools — not just ChatGPT or another LLM — across different parts of your work.

Why? Because that tells a founder a number of things about you:

Visibility gets you seen. But depth is what makes you indispensable.

This is what Shumer’s essay actually makes clearest, even if he doesn’t say it directly: when AI can handle execution-level work, the people who thrive are the ones who understand the system well enough to direct, evaluate, and apply that work meaningfully. In healthcare, that means understanding how money flows through the system. How payers make decisions. Why reimbursement models matter. What makes a women’s health company investable versus interesting-but-unfundable. How regulation shapes what’s possible.

Most people in our industry entered because they care deeply about impact. Very few have ever been taught how the business side actually works. How companies get funded. What pressures shape leadership decisions. Why roles expand or contract. How investors influence everything from hiring to product strategy.

That gap — between passion and business fluency — is exactly the gap AI will exploit. Because AI is great at tasks. Humans who understand the system are great at decisions. And decisions are what create value.

I’m not going to pretend reading Shumer’s essay is what inspired the Mini-MBA. Rachel Braun Scherl and I started building it years ago because we lived the problem firsthand. Over four companies, $100M raised, and hundreds of hires, the same pattern kept showing up: brilliant people, deeply mission-driven, who didn’t understand the mechanics of the industry they were trying to change.

But this essay crystalizes why that understanding matters more now than ever. If AI handles the tasks, the person who understands the system is the one who stays essential. The person who can walk into a room and explain why a particular approach to payer contracting will work — or won’t — has a kind of value that no model can replace.

That’s what the Women’s Health Mini-MBA was built to teach. Over six weeks, we break down how the U.S. healthcare system actually works — through the lens of women’s health. How money flows. How payers think. How regulation shapes what’s possible. How companies get funded, and why some scale while others stall. More than 200 professionals have graduated from the program, and every single one of them will tell you: once you see how the system works, you can’t unsee it.

The next cohort starts in March. There are 26 spots left. Learn more and secure your spot here.

Shumer is right about one thing: something big is happening. Whether the timeline is one year or five, the direction is clear. AI will handle more and more of the work we used to do ourselves.

The question isn’t whether that will affect our industry. It’s whether you’ll be ready when it does.

Let’s keep building the future of health — together.

— Jodi

If AI handles more execution, the advantage shifts to the people who understand how the system actually works.

And that’s where many strong women’s health professionals quietly plateau.

Not because they lack talent.

Because they built depth in one room — and never gained fluency in the others.

In women’s health, every company is shaped by three power centers:

The Founder’s Room, where capital is allocated and risk is priced.
The Growth Room, where pricing, distribution, and retention determine survival.
The Customer Room, where trust, emotion, and lived experience determine adoption.

Early in your career, depth in one room is enough.

At senior levels, it isn’t.

Executive scope requires integration.

If you’ve never been in capital allocation conversations, you don’t see how investors actually evaluate risk.
If you’ve never pressure-tested pricing against reimbursement timelines, you don’t understand margin fragility.
If you’ve never worked close to patient behavior, you underestimate churn.

None of that reflects intelligence.

It reflects exposure.

Over time, the system begins to see you as excellent — but narrow.

You’re respected in your function.

But you’re not seen as system-level.

And in a world where AI accelerates task execution, system-level judgment is what endures.

Women’s health is not a single-discipline industry.

It’s a collision point between regulation, reimbursement, venture capital, consumer trust, and identity-shaping life stages.

Few sectors demand fluency across clinical nuance, political reality, and commercial discipline simultaneously.

The leaders who rise are not just specialists.

They are translators.

They can move between capital, growth, and customer reality without losing credibility in any room.

That ability — to connect incentives across stakeholders — is what future-proofs a career here.

Not just technical skill.

Not just AI fluency.

But systems fluency.

If your career feels slower than your capability suggests, it may not be a performance issue.

It may be an exposure gap.

The professionals who will shape the next decade of women’s health will not simply execute well.

They will understand how value flows — and how to direct it.

That’s the difference between operating inside the system and influencing it.

Catch our founder Jodi Neuhauser on this episode of Let's Be Heard — where the conversation goes beyond startups and into something even more powerful: policy.

In one summer, Jodi co-founded the Women's Health PAC, raised $250K, supported 16 federal candidates, and helped elect 12 to office. Because until women’s health has a seat at the policy table, we’ll always be negotiating for crumbs.

In this episode, they dive into:

If you care about the future of women’s health — capital, policy, and power — this one’s worth your time.

👉 Watch the full episode on YouTube here!

The HHS National Conference on Women’s Health is an inaugural, government-hosted event organized by the U.S. Department of Health and Human Services’ Office on Women’s Health to bring together researchers, clinicians, advocates, policymakers, and others focused on women’s health. Scheduled for March 11–13, 2026, in Washington, D.C., the conference will spotlight breakthroughs in research, prevention, diagnosis, and treatment of health conditions affecting women across the lifespan and explore ways to bridge gaps between evidence and real-world care while driving cross-sector innovation to improve women’s health outcomes. It’s free and open to the public, with opportunities to present work, network, and engage in discussions about modernizing patient care and promoting better health for women and girls.

📆 Upcoming In Women’s Health Events

📌 Senior Product Designer

Note: This newsletter is for informational purposes only. For any legal questions or issues, please consult outside legal counsel. Any opinions expressed in this newsletter are solely my own and do not necessarily reflect those of my employer. I cannot guarantee the credibility of the sources or job listings I share. It's advisable to do your own research before engaging with them.

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