Like all venture firms, Lemhi has always been about achieving financial results. We’re comfortable in the investor role, and pay close attention to fiduciary issues. But the value we bring to the table is just as much about our operational skills. Every investment we make earns our full commitment and our direct involvement from operations and leadership development, to managing risk and building relationships with other firms or investors. We’ll go as far down those paths as necessary to help accelerate our companies’ development and growth.
Over ten years of investing, we’ve become more discriminating about what we look for in disruptive businesses. We pay more attention to the skills and experiences of the people, their market knowledge, and their ability to adapt to change. We go deeper into board dynamics and we have learned to use our non-financial assets and tools to increase the impact of our investments.
What makes us effective is the depth of our industry knowledge. That can’t be overestimated. We’ve all got first-hand experience in the operational aspects of health care services. After years working for health plans and benefits administrators, I see issues with a level of understanding that makes me a better board member. As challenging as that can sometimes be, it’s an incredible value to the leaders of our companies.