4 questions with Brightline's CEO on scaling behavioral health

Pediatric behavioral health company Brightline announced a pivot last month involving organizational changes and a shift in the go-to-market strategy. This move meant less focus on jumbo employers—which requires a national footprint—and instead a more targeted push to patients and their families in a few select geographies. It also meant moving from telemedicine to hybrid care. What precipitated the change? What does that say about our industry? And is there anything fellow founders should take away from it?

Brightline CEO Naomi Allen wrote an in-depth blog post on the topic, describing the company’s evolution. But Second Opinion wanted to run a few additional questions by Allen, who was joined by one of her investors (our contributor, Alyssa Jaffee). We suspect Brightline will be the first of many companies to embrace a hybrid model, so we wanted to ask Allen about that. Plus, as we’ve argued in the past, brick-and-mortar is undervalued! There are also fascinating threads to pull here about the right ways to build in behavioral health.

As an aside, I’m enjoying this format—“4 questions with!”—and would love to hear your feedback. Keep the comments coming. It’s one of my favorite parts of the day to read them. Note: This post is reserved for premium subscribers only and edited for brevity.

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