Video · 2026-07-18 · 1h 30m · 6 moments

We Built Our Own Salesforce in Months. Here's Why We're Cancelling the $600K Contract | Curative CEO

✦ AI generated

timeline · colored by role

Mechanism

Better sepsis diagnostic tests fail to save lives in community hospitals not because the science is bad, but because understaffed emergency rooms don't suspect sepsis quickly enough to act on the test results in time.

Fred explains that sepsis tests that work great in academic medical centers fail in community hospitals because overwhelmed staff don't suspect sepsis in time, meaning a better test alone doesn't help if no one runs it.

transcript

Fred Turner: What's happening in a community hospital is they're so understaffed, they're so overwhelmed with the volume, particularly in the emergency room, they don't suspect sepsis fast enough and as I said earlier, it's every hour is 12% increase in mortality... it doesn't matter if you have a better test if no one ever runs it.

Mechanism

To scale COVID testing capacity by 10x during the pandemic, Curative had to abandon the supply chains everyone else was using and build an entirely separate 'orthogonal' supply chain of alternative vendors and materials.

Curative scaled COVID testing to 26,000 tests/day by building an 'orthogonal supply chain'—sourcing alternative swabs and materials instead of competing with everyone else for the same scarce consumables.

transcript

Fred Turner: So we basically said okay start from scratch throw all of that away imagine that you're going to have to scale this up to hundreds of thousands of tests a day where do you start and so we built what we called an orthogonal supply chain which is just basically a fancy way of saying we don't use the things other people use.

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Claim

US healthcare negotiations become inefficient when payers and hospital systems both consolidate into a few massive players with no alternatives, so breaking negotiations into smaller units would make the market efficient again.

Fred argues the core fix for US healthcare would be breaking up negotiating power into smaller units, since consolidated payers and hospital systems reach 'loggerheads' where everyone overpays and nothing improves.

transcript

Fred Turner: When all of the players are small, when you have smaller payers and smaller hospitals, you end up kind of getting to reasonable negotiations. What's happened is you have these massive payers... you basically have like four large players that control the entire market on the payer side and then you get these ultra consolidated hospital systems... they just reach these loggerheads where nothing gets done and everybody's overpaying for everything.

Data

An in-house AI agent cut Curative's doctor credentialing process from two to three months and $50 per doctor down to roughly 12 hours and 20 cents.

Curative built a Claude-based agent that fully automates doctor credentialing—verifying licenses and records—cutting turnaround from months to about 12 hours and cost from $50 to 20 cents.

transcript

Fred Turner: This used to take us two to three months on average and cost about $50. We've now built in-house an agent that runs on Claude that does this end to end... we're now averaging about 12 hours turnaround time for credentialing somebody. And it cost us about 20 cents.

Anecdote◆

We canceled our $600,000-a-year Salesforce contract because we built our own internal, vibe-coded CRM that manages our process better and is more integrated with our agent workflows, and it only took two months to build.

Curative canceled its $600K/year Salesforce contract after building a vibe-coded internal CRM in two months that outperformed it and is fully integrated with their AI agents.

transcript

Fred Turner: We just recently canceled our Salesforce contract because we have an internal CRM that was built, you know, was vibe coded, that is working better, that is managing our process better, is more integrated into what we're doing. We run our agents inside of it and no one was using Salesforce anymore.

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Data◆

Curative's AI agent 'Gwen' increased provider network contracting volume from about 100 contracts a week (done by a human team) to about 100 contracts a day, doing 3,500 in eight weeks versus 2,300 for the entire prior year with people.

Curative's autonomous negotiation agent, Gwen, took provider contracting from ~100 deals a week to ~100 a day, doing 3,500 contracts in eight weeks versus a full team's 2,300 in the prior year, at roughly $70 per contract versus $1,500-2,000 for humans.

transcript

Fred Turner: This has taken us from doing about a 100 contracts a week to about 100 contracts a day. And the last year as an entire team we did 2,300 contracts. So far in about the last 8 weeks the agent alone has done 3500.

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Highlight slides

Curative Cancels Salesforce for a Vibe-Coded CRM✦ from: We canceled our $600,000-a-year Salesforce contract because we built our own internal, vibe-coded CRM that manages our process better and is more integrated with our agent workflows, and it only took two months to build.Built in Two Months, Outperforms Salesforce✦ from: We canceled our $600,000-a-year Salesforce contract because we built our own internal, vibe-coded CRM that manages our process better and is more integrated with our agent workflows, and it only took two months to build.Gwen: From Human Team to AI Negotiation Agent✦ from: Curative's AI agent 'Gwen' increased provider network contracting volume from about 100 contracts a week (done by a human team) to about 100 contracts a day, doing 3,500 in eight weeks versus 2,300 for the entire prior year with people.Contract Volume: Team Year vs Agent 8 Weeks✦ from: Curative's AI agent 'Gwen' increased provider network contracting volume from about 100 contracts a week (done by a human team) to about 100 contracts a day, doing 3,500 in eight weeks versus 2,300 for the entire prior year with people.Cost per Contract: Human vs Agent✦ from: Curative's AI agent 'Gwen' increased provider network contracting volume from about 100 contracts a week (done by a human team) to about 100 contracts a day, doing 3,500 in eight weeks versus 2,300 for the entire prior year with people.

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