When Tami Wilson-Ciranna joined Curative in April 2020, the assignment came with what now looks like a spectacularly optimistic assumption: three months.

“I met with Fred on a Tuesday and I started on Thursday,” she recalls. Curative was helping respond to COVID-19, and Wilson-Ciranna—who had retired and become bored—figured she would help with the pandemic. Three months became three years. Curative ultimately administered 36 million COVID tests.

Then came the harder question: What was phase two?

Curative wanted to remain in health care, but its leaders concluded that influencing care meant becoming the payer. The result was an employer health plan built around zero deductibles and zero copays, with members encouraged to complete an early baseline visit and engage in preventive care. Curative rolled roughly $500 million into starting the insurance business.

For Wilson-Ciranna, now president and CFO, the experiment is increasingly about what the data says. Medical loss ratios, provider costs, network economics, member behavior and wellness programs all come under scrutiny. Assumptions are expendable: Curative originally thought one health plan would suffice; market feedback convinced it to offer three.credentialing that Wilson-Ciranna says went from six months to 24–48 hours.

Perhaps that helps explain her operating philosophy: build, measure, fix—and keep moving. For the coming year, that means supporting Curative’s capital needs, expanding its provider network, entering additional states and adding members.