Hims & Hers at JPMorgan Conference: Personalization and Growth Ambitions

On Thursday, 15 May 2025, Hims & Hers Health Inc (NYSE:HIMS) presented at the 53rd Annual JPMorgan Global Technology, Media and Communications Conference. The company shared an optimistic view of its future, emphasizing personalized healthcare solutions and ambitious financial targets. However, the stock saw a 5.1% decline, reflecting market caution amid these bold plans.

Key Takeaways

• Hims & Hers aims for $6.5 billion in revenue and $1.3 billion in adjusted EBITDA by 2030.
• Personalization is a key growth driver, with over 60% of subscribers using personalized products.
• The company is expanding its infrastructure with large facilities in Ohio and Arizona.
• Strategic partnerships, like the one with Novo Nordisk, focus on enhancing consumer experiences in areas such as weight loss.
• The company plans to expand internationally and introduce new specialties.

Financial Results

• 2030 Financial Targets:

- Revenue: $6.5 billion

- Adjusted EBITDA: $1.3 billion

• Q1 Performance:

- Over 60% of subscribers engaged with personalized products, highlighting the demand for tailored healthcare solutions.

Operational Updates

• Infrastructure:

- Nearly 700,000 square feet of operational space in the U.S.

- Ohio facility spans over 300,000 square feet, with a similar-sized Arizona facility set to open later this year.

• Personalization Efforts:

- Currently offering a couple hundred SKUs, with plans to expand to thousands.

- The acquisition of a lab diagnostic facility aims to enhance personalized care capabilities.

• Technology and Data:

- Over 2.5 million subscriber journeys have informed product development.

- Data privacy is maintained through de-identified, anonymized data.

Future Outlook

• Strategic Priorities:

- Deepening personalization with customized SKUs and optimizing healthcare services.

- Expanding internationally and leveraging technology to transform patient experiences.

- Launching new specialties such as low testosterone, menopausal support, longevity, and sleep.

• Focus on New Specialties:

- Weight loss: Enhance oral offerings and introduce personalized dosages.

- Low testosterone and menopausal support: Improve access through at-home lab testing.

Q&A Highlights

• Data Privacy:

- All data is de-identified and used in aggregate to ensure privacy.

• Growth Potential:

- Excitement around scaling opportunities in both new and established specialties.

- Emphasis on transforming tenured specialties through personalization.

For a deeper understanding, readers are encouraged to refer to the full transcript below.

Full transcript - 53rd Annual JPMorgan Global Technology, Media and Communications Conference:

Niels Law, Managing Director, JPMorgan: All right, let’s get started. I’m Niels Law, Managing Director here at JPMorgan and very excited to be joined by Yemi Okupe, CFO of Hims and Hers. So Yemi, great to have you here with us for the first time. You’ve been busy. Two weeks ago, you announced your partnership with Novo Nordisk.

Last week, you had strong earnings. You announced a new COO, announced a new CTO, and raised a billion dollar convert. So we’re excited to have you here to unpack all of this. Just to start, walk us through how Hims and Hers platforms evolved from its founding almost eight years ago.

Yemi Okupe, CFO, Hims and Hers: Thanks a lot, Noah. Really excited to to be here. So just starting with kind of the genesis behind how Hims and Hers started, really when you look at how technology has transformed so many different aspects of the consumers’ lives, everything from how we move around to how we engage in commerce, really fundamentally every aspect of the consumers’ lives has been revolutionized, with the exception of healthcare. And so, you look at the healthcare ecosystem today, the consumer primarily is an afterthought. And so, genesis behind Hims and Hers was how do you apply technology marketing and build a brand that’s oriented around consumers to fundamentally remove barriers that are preventing them from having a delightful experience.

And so when we started Hims and Hers, initially the concept was around how do you drive access and awareness around sensitive conditions, things like sexual health, mental health, dermatology, how do you look and feel every day. Since then, the company has continued to evolve. Most recently, over the last couple of years, we’ve really augmented the concept of personalization. And so how do you fundamentally go after things that may prevent people from even getting treated? Whether it’s things like a unique form factor, having the ability to, in a more simplistic manner, treat multiple conditions, or managing efficacy and side effects through unique dosages.

These are all the things that Hims and Hers has really brought to the forefront and enabled, in addition to access and awareness for consumers, a more pleasant experience. As we look to where we’re going in the future, I think one of the really fundamentally differentiating things for Hims and Hers is just the data that we have and the ability to turn that data into value for the consumer. And so there’s over almost 2,500,000 individuals that have gone and signed up for some type of subscription on our platform. So the ability to know which products resonate with which users, which users encountered which types of side effects, and fundamentally help those users optimize a better experience and better outcomes is really something that we’re excited to start to work with our new CTO, Mo, to fundamentally drive more and more value for consumers.

Niels Law, Managing Director, JPMorgan: Great. So alongside your Q1 print, you released new 2,030 targets, dollars 6,500,000,000.0 of revenue and $1,300,000,000 of adjusted EBITDA. Now you guys have a history of meeting targets early. So can you just talk through what gave you confidence to share those targets? What are the growth priorities you expect to pursue?

And then also how the recent capital raise impacts all of that?

Yemi Okupe, CFO, Hims and Hers: Yeah. So I think quite a bit there. I think really when we look at the momentum that the business is seeing and the feedback that we’re receiving from consumers on the benefits of personalization and how delighted they are with the experience our platform provides, that really gave us conviction to see the runway in front of us. And so really, both internally and externally, we wanted to externally commit to what we saw was possible, so the $6,500,000,000 and the 1,300,000,000.0 but also internally have a rallying cry similar to how we did for the twenty twenty five targets to communicate across our employee base of what’s possible. And so when we look at what’s in front of us, three or four years ago less than 15% of our subscriber base was on a personalized product.

You fast forward today in Q1, that number was north of 60%. So clearly there is demand there. And so as we look at the capabilities that we are increasingly getting, there’s the ability to bring even more value to consumers across numerous aspects. The first being the ability to go a step further and really deepen the personalization concept. So we recently acquired a lab diagnostic facility that will enable us to get a more comprehensive picture on what does a consumer’s profile and health look like, share those insights with the consumer, but more importantly leverage that to remove additional barriers that prevent consumers from getting treated and then deepen personalization.

We’re also very excited by the success that we’ve seen in The U. S. And now The U. As we continue to bring on additional execs as well as deepen the bench across Sims and Hers, that gave us the conviction that the moment is right to start to think around how do we take the value that we’ve applied in The US for the last seven years and bring that value to other markets as well. And so whether that’s through organic means or strategic acquisitions, we’re very excited by the international opportunity in front of us as well.

We spent some time around partnerships that we can go into maybe a deeper later. But when we also look at the incremental value that AI and data is fundamentally leveraging to transform the consumer experience, that’s something that we’re very excited by. We think that Moe, who joined us from Cruise and led the autonomous vehicle journey there, will really be able to help us leverage and drive value there.

Niels Law, Managing Director, JPMorgan: Great. So you’ve mentioned already personalization a few times and it’s obviously one of your key differentiators. So just talk us through in a little bit more detail what you mean by personalization, what are the different vectors of personalized offerings, and then importantly, how does that impact subscriber retention and LTV?

Yemi Okupe, CFO, Hims and Hers: Yeah, it’s a really good question. Maybe break it into my response into kind of two components. So the first is the world as we see today, and the next is what we see the world could become. And so when you think around what personalization really means, we effectively take that to mean how do we drive incremental value for the consumer. That can be in the form of a consumer potentially needs a topical form factor, or as opposed to traditional pill, maybe you start to compound it into form factors that typically drive more adherence, whether it’s a gummy or mint or chews.

These are all things that we’ve observed have fundamentally enabled more and more consumers to come into the platform. There’s a fundamental principle, at least for myself and for many other people, that holds true. Generally, people want to take less medication, not more. And so the ability to treat multiple conditions in a single solution is something that we’ve seen a lot of success with across our sexual health business as well as our other specialties. More and more consumers are looking for the ability to get treated for multiple conditions for a single solution.

Lastly, I think that we also have found with the data an ability to balance a consumer’s efficacy desires with their side effect profile. And so the ability to give consumers unique dosages has been something that we’ve found to be immensely valuable, and I think you’re seeing that really resonate in the market with, again, north of 60 of subscribers today opting for a personalized solution. Now, as we think around what the world could become, I think it’s becoming clearer and clearer that the dataset we have is getting richer and richer. So when I even look at my own experience, I don’t necessarily go to a primary care provider every year. Right now it’s probably every other year, sometimes every two years.

But my health is very important to me, so what I actually do is I actually have lab work done usually three or four times a year, which is probably on the more extreme end. Then I’m able to look at my health indicators, what’s optimized, what’s not. At times, my doctor, but again, the healthcare system today is very oriented around how do we treat you for more of the extremes, like how do you effectively not die as opposed to how do you optimize your health. And so what I find myself doing is uploading my test results into Chat GPT and then looking at what it’s telling me and then how do I fundamentally come up with a supplement regimen to optimize my health. There’s no reason why Hims and Hers can’t do that end to end for a consumer and provide a similarly comprehensive experience.

So we have the lab diagnostic capabilities that we’ll be rolling out later this year. The ability to have consumers take tests from the comfort of their own home is something that’s very powerful and can enable them to identify health optimization opportunities that they didn’t know they even had. As we look to our personalization capabilities, today we sit at a couple hundred SKUs. The ability to take the capital that we just received, invest to have a suite of thousands of SKUs that can optimize for things like vitamin deficiencies or other health optimization indicators is something that think gives an even richer personalization experience that will become very powerful for us. And so I think between the data ecosystem that we’ve built and will continue to build and leverage, as well as the customization capabilities, that is going to bring an immense amount of value to consumers.

Niels Law, Managing Director, JPMorgan: So that’s an expansive vision. Let’s talk a little bit about the infrastructure that enables that vision. So you’ve built out a substantial footprint in The U. S, almost 700,000 square feet. Almost 90% of your fulfillment is through affiliated facilities.

Just talk about going forward your plans for your infrastructure both in The US and internationally.

Yemi Okupe, CFO, Hims and Hers: Yeah, so I think one of the benefits, particularly in The US that we have is simply scale. So with scale comes optionality, and I think every time that we’ve been able to grow the business, we’ve taken advantage of that opportunity. So when Hems and Her started, most of the fulfillment was primarily through third parties. The vision from Andrew pretty early on was, hey, in order to have a more delightful experience, the ability to have more dedicated facilities to Hims and Hers is something that’s going be fundamentally important in the future. With the acquisition of Apostrophe that we did several years ago, that enabled the ability to have compounding knowledge that ultimately drove the genesis behind personalization.

As we look at the scale of the platform today, that unlocks a few things. Number one is we have the ability to upgrade equipment and with that comes things like more automation. And automation, yes, it has the ability to drive powerful unit economic improvements, but more importantly it unlocks the ability to creatively think through how do you get more and more capacity to do really creative things. And so today we operate in a world where across our Ohio facility that’s north of 300,000 square feet, we have another Arizona facility coming online later this year that will also be north of 300,000 square feet. How do we move towards a world where there’s thousands of SKUs?

And so whether you have a vitamin one kind of vitamin deficiency, my optimization indicators might be very different from yours. And so the ability to fundamentally customize treatments to respond to that and leverage again the data that we are constantly bringing in from users is something that we’re very excited by and we’re looking forward to deploying capital towards that.

Niels Law, Managing Director, JPMorgan: Great. So alongside the infrastructure, you guys are also a proprietary technology company and you’ve built a lot of technology in house. Just talk through your existing capabilities and what you feel is most differentiated and also the vision with the new CTO.

Yemi Okupe, CFO, Hims and Hers: Yeah. So I think today, I I think what’s primarily differentiated is we’ve seen north of 2,500,000 subscriber journeys. And with that, we’ve been able to respond proactively with the compounding facilities to build better and better products for our users. And so of the reasons why I think that the personalization products have been widely adopted and so successful is, in part, we’re partnering with our clinical community to identify what are the things that are available to few. But we’re also taking direct feedback from our users around what are the things that are preventing them from retaining or from even seeking treatment for a given condition and directly responding to them.

And so with that, we’ve been able to bring personalized capabilities to consumers that unlocking more and more value. When we look towards the world of the future with the technology stack and the CTO, I think that increasingly technology is going to fundamentally change healthcare. It’s clear that that is already here and present with us today. When we look at the dataset that we have, again of the 2,500,000 users, the ability to fundamentally transform the experience from beginning to end. So when a user comes in or a subscriber comes in, how do you enable a better diagnostic capability for that subscriber, potentially even identifying things to optimize for them that they didn’t even know that they potentially had themselves?

You look at kind of the in treatment that we’re seeing in specialties like weight loss, a lot of consumers, when they encounter a side effect, want to be able to reach out and fundamentally know, Hey, has someone like me seen this and is this normal? The ability to proactively leverage data to get in front of that from looking at a user’s profiles I think is something that we’ll be able to really transform in the future and almost give more of a hey, here’s what you can expect in a more detailed way. And when you look at the follow on care, the same way that I’m uploading my results to ChatGPT, it’s giving me supplements, the ability to actually point to a user and say hey, we’ve noticed that you have these deficiencies or there’s the ability to optimize these health indicators in your future, we have a personalized product for you for that. I think the CTO be, Mo will be instrumental in helping us leverage that technology, whether it’s care coaches or bots or some of the diagnostic capabilities, really just enrichen the consumer experience from beginning to end, which I think is something that will be truly unique in the healthcare experience.

Niels Law, Managing Director, JPMorgan: Great. Let’s pivot to talking about some of the specialties, we’ll start with weight loss. So three questions here. One, walk through the recent partnership announcement with Novo. What was the logic from your perspective and how it came together?

And second, both with that partnership and in general, talk about the impact to growth and also the broader product roadmap for weight loss. And then third, any comments on just the regulatory landscape and your latest thoughts there?

Yemi Okupe, CFO, Hims and Hers: Yeah, so I think that one of the core principles behind any specialty we operate in is bringing consumers choice. And so I think what we’ve observed particularly for a specialty like weight that impacts over 100,000,000 people in The U. S. Alone, the ability to bring choice to consumers is something that’s fundamentally important. So as we’ve launched the oral offering or recently liraglutide in March and now the collaboration with the brand of Agovy pens, we see a lot of adoption and the ability to again leverage that data to triage what is likely to be the right path forward to the user is something that we think that we’re uniquely positioned to do.

When we look at the collaboration that we did with Novo, the executive team spent quite a bit of time engaging and talking. What we observed on the HIMSS side was fundamentally we’re going after the same thing. And that is how do you resolve a very sensitive condition for millions of people and overall improve that experience? How do you effectively help them in their weight loss journey, which fundamentally impacts other things such as their cardiovascular health, potentially their metabolic health as well, and really transform that experience to ensure that they can manage through side effects while also fundamentally achieving their goals. As the teams talked more and more, it became very clear that the principles behind both organizations and what what we were both after, fundamentally were going after the same thing.

And so with that, we sought to collaborate again to fundamentally offer more choice to consumers on the platform. We also have a keep moment where commercially available dosages of some like gluatide will roll off the platform in May. The ability to provide another option for users that are on the platform today, as well as users that may come to the platform in the future, is something that we’re very excited by and we’re seeing a lot of success with the branded Regovia platform as well.

Niels Law, Managing Director, JPMorgan: Great. And then any thoughts on just the broader product roadmap for the weight loss segment?

Yemi Okupe, CFO, Hims and Hers: Yeah, think it’s really going to be again, we’ll look to add more and more choices. So I think we’ll continue to evolve the oral offering. We’ll continue to bring unique personalized dosages to the platform as well. And so I think as we continue to expand the breadth of choices on the platform, that gives us conviction that we can serve more and

Niels Law, Managing Director, JPMorgan: more customers over time. Great. Let’s talk about the other specialties. So walk through each of the core specialties, how they performed over the last twelve months, and then highlight any specific areas where you’re seeing the most growth.

Yemi Okupe, CFO, Hims and Hers: Yeah. So I would say that we’re seeing the overall specialties outside of even weight grow at a phenomenal rate. A lot of that success is driven by the personalization capabilities that we spoke around a bit earlier. So as we look at specialties like men’s dermatology, women’s dermatology as well, as we’ve rolled out more personalized products, things that combine multi treatments, so the ability to have sexual health and hair loss prevention for men together, or multivitamins in conjunction with hair loss prevention for women, we’ve seen a rapid uptick in those products, but more importantly, we’ve also seen stickier and stickier retention. I think that those products are overwhelmingly resonating with users and driving more retention.

So you have men’s dermatology, it’s a very tailored specialty, still growing at rates north of 45% year over year. You have the women’s dermatology business more than doubling. You have the oral weight loss business still continuing to see growth rates that are well into the triple digits. And then I think that we spent some time talking through this latest earnings cycle around the transformation that we’re seeing in the sexual health business. Over the span of the last two and a half to three years, we’ve seen the sexual health business go from one where it was less than 10% daily users to one today where the number of daily users is north of 40%.

And that’s important for a few reasons. One is we do see stronger retention as you’re able to build a daily routine for users. But more importantly, it’s fundamentally easier to bring more value to the consumer if they have a daily habit. So the ability to help them optimize other indicators, whether it’s vitamin deficiencies or treatment loss prevention, that fundamentally becomes possible if the user is on a daily predictable habit. And so we’re excited by really the transformation and the evolution that we’re seeing across all of our specialties.

Niels Law, Managing Director, JPMorgan: Great. And maybe just one more question on the weight loss side to double click on. So do you expect to be able to offer compounded semaglutide after next week? And then how many of your patients do you expect to move from compounded weight loss drugs to more branded drugs?

Yemi Okupe, CFO, Hims and Hers: Yeah. So I think from a personalization capability, think that those regulations have been in place for a decade. And I think many players in the pharmaceutical industry are also acknowledging the fact that there is a need for personalization. And so I think we’re going to be very thoughtful around how we offer that on a go forward basis. But I think, again, when we point back to some of the things that are unique to Hims and Hers, the data that we have to fundamentally pair a user with the right treatment, I think, is something that’s very unique at the type of scale that we have.

And so our ability to see a user and identify based upon their profile is an oral treatment right for them. Is it personalized semaglutitis, the branded pens, and triage that, I think is something that, again, is a very powerful thing. When you step back and look at what is the incentive of the platform as well as the incentive of other players in the ecosystem like Novo, it is really to give a consumer delightful experience and have that consumer benefit and ultimately keep coming back and utilizing the product for years and years to come. And so our ability to identify what product is the consumer likely to have success with, I think is something that gives us the power to confidently do that.

Niels Law, Managing Director, JPMorgan: Great. Let’s pivot to lab testing. So just talk about how your lab testing facilities fit into your vision for hormonal therapies and enhancing data for diagnostics and personalized treatments.

Yemi Okupe, CFO, Hims and Hers: Yes, I think we’re very excited to scale the lab diagnostic capabilities in the back half of this year. And so I think that that will bring a few benefits. And so like we spoke around a little bit earlier, one of the things that Hims and Hers is really good at is how do you take barriers that are preventing consumers from adopting a product and remove them? And so if you look at the experience for something like low testosterone today, oftentimes a user can come either to their doctor in brick and mortar, it may take weeks to get that appointment. There are other platforms today that have removed that barrier to give access to users online at a faster rate.

We expect to do that as well. But when you also look at the fact that you do require several lab tests, oftentimes the user needs to go or the consumer needs to go into a brick and mortar facility, pull their blood, potentially upload blood work. There’s a lot of friction points there. Our ability to potentially send a lower friction device and have the user take the test from the comfort of their own home and mail it back removes a fundamental barrier in low testosterone and menopausal support that we’re very excited by. In addition though, what we’re also excited by is I think that there fundamentally is increasingly more and more users that are interested in things like longevity.

But again, when you look at the principles of Hims and Hers, one of the things that we’re really good at is how do you take an experience that’s available to few and democratize that to the masses? And so I think that we believe at Em’s and Hers, if we were able to reduce the friction, reduce the cost for optimizing your health indicators and doing things like longevity, more and more people would do that. I don’t think that you’re going to have anyone that says I don’t want to live longer or I don’t want to live healthier and feel better. And so our ability to knock down that barrier for more and more users is something that we think that on a standalone basis will be a very large, large business. And finally, we spent a lot of time talking around the importance and the power of data, The ability to look at a user and see around corners for them and help them partner with their provider to bring and elevate the experience, I think is something that we increasingly will have the ability to do and we’re very excited about.

Niels Law, Managing Director, JPMorgan: Great. I’m going to open it to audience after this next question, so get your questions ready. So you’ve done quite a bit of M and A to build all the stuff we just spoke about. Just talk through your approach and framework for M and A, how you guys think about returns on the capital spend and then any plans you have going forward or interesting areas, particularly given all the capital you raised.

Yemi Okupe, CFO, Hims and Hers: Absolutely. So effectively what we do is twice a year we think through on a multi year basis what are the opportunities in front of us. And I think we spend a lot of time talking through what are the things that we need to do right now, what are the things that we need to do potentially in the future, and what are the things that are best left for future discussion. That process again happens twice a year. What we also do in that process is we set a multi year roadmap, both financially as well as strategically, for what are the capabilities that we need on our platform and what’s the overall corporate strategy to deliver value to our subscribers.

Across each of those, we look at what is the most efficient and highest potential vehicle to achieve those capabilities. Is it we build it organically if that capability is not currently out there? So when you look at even from the founding, the EMR was all homegrown built. That enabled us to collect the data in a structured way that we want and deliver the value back to consumers. We’ll also look at does it make sense to potentially partner with folks across the broader ecosystem or if there’s a meaningful way to accelerate our corporate strategy through purchasing a strategic acquisition, we’ll do so.

And so I think most of our acquisitions are less around how do we consolidate revenue or go that route, and they’re more around how do we accelerate the corporate strategy, whether it’s a new geography as we did in The UK or a new capability like compounding or lab diagnostics. Those are the types of acquisitions that we tend to be excited by, But we do maintain a very high bar for M and A for a lot of acquisitions. They tend to come with a lot of friction around integration. So we’re very thoughtful around how we approach any type of M and A activity.

Niels Law, Managing Director, JPMorgan: Great. Any questions in the audience? Let’s start back there. Please wait for the mic and then go ahead. Hi.

Unidentified speaker: How do you balance the sensitivity of data privacy and also personalization? It seems like a tightrope.

Yemi Okupe, CFO, Hims and Hers: It’s a really good question. So all of the data that we collect and utilize is de identified and anonymized. So really, I think we take data privacy very seriously. And so all of the personalization that we generally do, it’s using de identified and anonymized data that’s aggregated. But then there are key insights that you can kind of glean and themes that you can gather from aggregated data that we then are able to provide value back to the broader subscriber community.

Thanks.

Unidentified speaker: So when you aggregate it, how does that affect the value proposition of personalization? How do you de aggregate it to then say, Okay, this medication is for Bob versus Bob is part of this demographic cohort and so on.

Yemi Okupe, CFO, Hims and Hers: Yes. I think that there are themes like your age, your height, your weight, your side effect sensitivity. I don’t necessarily need to see Bob exactly to be able to identify those themes. So as you come and you’re engaging with your provider in the questionnaire and you’re saying things like, I have this type of sensitivity to these side effects, we can also see your age, your height, your weight, your other comorbidities. More than likely with 2,500,000 users that have come through our platform, there are similar users that have seen various elements like you.

And so our ability to take those themes and then apply it to whether it’s diagnostics or potentially further downstream in the aftercare, what is likely to or what are you likely to succeed with based upon what we know about you? That’s how we’re applying it today. I think we view that as being an immense opportunity that still protects the privacy of the consumer but also brings value back to getting you to the right treatment that you’re likely to have the most success with faster.

Unidentified speaker: You now have such a broad capability of different specialties on the platform. Which one are you most excited for the growth of the next three years?

Yemi Okupe, CFO, Hims and Hers: It’s a really great question. I almost shouldn’t say all of them, but I think for different reasons. And so I think from just like a new specialty perspective, I think it’s very clear that weight in general impacts so many individuals’ lives. Low testosterone and menopausal support also fundamentally impact how people feel every day. So we’re excited by some of the newer specialties to continue to scale and augment those capabilities.

Even when we look at some of our most tenured specialties, things like sexual health as well as men’s dermatology, we are fundamentally transforming that experience through bringing users multi condition treatments and the ability to optimize health indicators. And so when I look at particularly the tenured specialties, the ability to pair lab diagnostic data with more of the personalization that we spoke around earlier, things like health indicator optimization, I think that’s something that’s going to fundamentally transform not just the specialties but the overall healthcare experience in general. And so I think that I would say, not to be cheeky, excited by all of them but for different reasons. The tender specialties, it’s more of the transformation that’s already here and that will increasingly come. And then the newer specialties, it’s really just around scaling those and offering a greater and greater breadth of choice.

Niels Law, Managing Director, JPMorgan: Any other audience questions? All right, so a couple more for me. One part of your value prop that we haven’t spent much time on yet is clinical excellence. And so can you just talk about how your platform enables doctors to offer personalized care 20 fourseven at scale and also what you’re most excited about going forward?

Yemi Okupe, CFO, Hims and Hers: Yeah, I think it’s a really great question. I think that our platform provides a few fundamental benefits that our provider community really enjoys. The first is we bring technology to the provider community that enables them to focus on the things that they love doing, and that is fundamentally treating patients. Providers typically do not want to spend time on administrative tasks like resubmitting for insurance or organizing their notes. And so our ability to apply technology to remove those barriers and set up infrastructure that removes that from the ecosystem is something that we have observed providers really enjoy and like.

When you look at the power of the HIMMS and HRIS platform, I think there’s four components that have driven our success. The first is just having a brand that resonates, that consumers recognize and are oriented towards. ’ve already spent a lot of time around the data and then a lot of time around the products. But what that does is as a user engages with the provider, the provider has access to a set of tools that have seen experiences on other users, that have seen experiences from other provider interactions that they can then apply to enable them to confidently treat the patient that’s in front of them. So when we think around how these things reinforce one another, at the end of the day, particularly for elements like health, it’s all about trust.

So the ability to have a high degree of clinical excellence through giving providers this technology and at the same time reinforcing the brand is something that becomes a self fulfilling loop that gets better and better with each subscriber. Great.

Niels Law, Managing Director, JPMorgan: Let’s talk a little bit about pricing. So just talk about how you quantify the value you bring to consumers and how that plays into your pricing philosophy.

Yemi Okupe, CFO, Hims and Hers: Yeah. Think that when we step back, we fundamentally want to give consumers a few things that bring value to them. One is just overall transparency and pricing, and so we are not out to nickel and dime consumers. If you come to our platform, we want to ensure that you’re getting value and that you’re getting value beyond just simply the medication. And so for all of our specialties, we have an inclusive subscription that includes the ability to message your provider, the ability to follow-up with side effect concerns or optimize switching your dose, as well as an app based ecosystem that fundamentally helps coach users beyond just simply the medication.

And so I think that when we think around pricing, we obviously are our business and look to make an attractive margin. But at the same time, we look for how do we bring more and more value to our subscribers because ultimately that enables them to retain on the platform for longer and have better and better outcomes. And so as we look to bring things like lab diagnostic capabilities or combined treatments, we do things that are probably, I’d say, less of the e commerce norm. So to give a real example behind that, we oftentimes get the question around, well, how do you cross sell users’ treatments? So two of our tenured and popular specialties were men’s hair loss prevention and men’s sexual health.

Now, the natural thing to do would be to think through, okay, how do you get a user to take one plus one to equal two? Again, just stepping back and thinking through what is an experience that’s valuable and delights users? People generally do not want to take more medication. So what if we could actually have a single treatment that was able to treat both of those? Still one subscription, but it’s one treatment.

And that’s something that we were very excited to roll out and we saw a lot of success both in the form of new acquisition and retention. And so what we see is as we think through the value that we’re able to bring consumers and we optimize for that, that enables higher retention as well as brings more users onto the platform.

Niels Law, Managing Director, JPMorgan: Great. Let’s talk a little bit about your brand. So you have very strong brand presence. In recent years you’ve been investing more and more into your brand. So how do you think about the best ways to increase your brand presence and also how you invest dollars against that?

Yemi Okupe, CFO, Hims and Hers: Yeah, I think increasingly when you look at across all industries, the companies that have built the largest businesses and the businesses that are most impactful to consumers, really effectively I think they’ve been able to transform and become the Kleenex of effectively the ecosystem. And so our aim is to effectively be that for high quality personalized care. And so you’re seeing the way that we market to consumers evolve over the last couple of years, where we’re spending more time building brand, general brand awareness as well as general brand capabilities for consumers to fundamentally have users and educate them early and early in their life cycle where they may not even need treatment to be able to come to the platform and just be aware that, Hey, these things exist. Hims Hers exists. They’re able to provide this type of value.

Increasingly, we’re going to do more and more of that. When we think around what does success look like three to five years out, I think for the brand of Hims and Hers, would be having Hims and Hers, each brand synonymous with high quality personalized care. If we’re able to do that in three to five years, I think that we fundamentally regret success and so more and more of the investment is going towards building that objective.

Niels Law, Managing Director, JPMorgan: Great. So then maybe last question, kind of playing on the theme you just laid out. So what’s next for him and where do see the company three to five years from now, particularly as you think about scale and international?

Yemi Okupe, CFO, Hims and Hers: Yeah, I would say that I think that we see the company evolving really across five key areas over the next five years. The first is around just deepening personalization. So the ability to have more and more customized SKUs that help individuals optimize health indicators and can evolve with the individual over time, I think will be increasingly important. So we are continuing to deploy a lot of capital to make that a reality. When we look at what we also want to become in, call it, the next five years, really I think that we have the ability to become a curator of the best healthcare services across subscribers.

And so when you look at platforms such as Netflix, they have the ability to start from access and awareness similar to way that we did. So providing a user a point to point delivery service and then enabling users to become aware that, hey, additional content exists. I think we’ve already largely undergone that element and that transformation. When you look at where Netflix sits today, they are able to build their own proprietary content as well as curate the best media content from around the world. That’s what we kind of see as the future of Hems and Hers.

We’re already customizing personalized treatments for users. The ability to also do collaborations and partnerships, similar to what we’ve done with Novo, brick and mortar facilities to become a curator of healthcare services is something that we’re very excited by. International expansion is something that we spent a lot of time on, I think that will be a key lever of bringing the value that we already bring to millions of users in The U. S. To other markets.

Think it will be something that will be a key growth lever for us in the future. And then what I would say lastly, it’s really around thinking through how do you leverage technology to transform the experience. I think today a lot of the interaction, even on our platform, still happens point to point from providers. There is a multi hour lag in terms of your provider being able to respond. I think when you look at the world in the future, the ability to engage with a chatbot or have a coach dedicated to you that can also just encourage you weekly, whether it’s weight loss or whether it’s your healthcare regimen for hair loss prevention.

Automating that, I think, in the future will be increasingly important for us, and so we’re very excited to have the talent on the bench to be able to do that. Lastly, I think we’ve been very disciplined around new specialty launches. I think we will continue to launch new specialties. We’re very excited by low testosterone menopausal support that will come out this year, longevity, sleep. There’s a lot of innovation happening around peptides as well.

The ability to start to bring those onto the platform in the next five years is something that we also see a

Niels Law, Managing Director, JPMorgan: lot of potential for as well. Great. Well, Yami, thanks so much for coming. Congrats on all the success.

Yemi Okupe, CFO, Hims and Hers: Thanks. Really excited to be here now.

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