“People were initially resistant to the idea of telehealth,” says UPHEALTH Chief Strategy Officer Ramin Behzadi, “but after March 2020, they got on board.”1 It was during that same month that the direct-to-patient healthcare platform launched, mere weeks before the world went into lockdown. “Today, there’s no distinction between telehealth and the healthcare industry as a whole,” he adds. “The medium has simply expanded.”

Since then, developments have come rapidly, both for telehealth in general and for UPHEALTH as an organization. Behzadi shared his thoughts on the company’s growth, team-building efforts, and the challenges of operating in such a dynamic and fluid environment.

Launching a Telehealth Company During a Pandemic

Behzadi was a partner at a Vancouver-based venture capital firm called 7 Gate Ventures when he first met Mat Rezaei, a pharmacist looking to launch a digital platform. Behzadi was so impressed that he eventually left his position at the firm, made an investment, and joined the startup.

Initially, the company focused on addressing stigmatized men’s health conditions, including erectile dysfunction, premature ejaculation, and hair care. “There were few, if any, platforms in Canada focusing on these conditions,” says Behzadi. The UPGUYS brand grew quickly, and soon the company added Everbliss, which focuses on women’s health.

While the pandemic and subsequent lockdowns were damaging to society as a whole, Behzadi acknowledges that they accelerated the growth of the industry UPHEALTH operates in. “It was a good time for digital health,” he says.

Hiring from Within Networks to Build Company Culture 

With growth came the need to expand the team. According to Behzadi, early hiring decisions were made organically, with the founders relying on their personal networks. New hires naturally reflected the founding principles of the company.

“Mat is a doer,” says Behzadi. “He’s a learner with a go-getter attitude, and he doesn’t give up.” While Behzadi brought financial and startup expertise, Rezaei, a pharmacist and the CEO, contributed an entrepreneurial spirit. The team was built with individuals who shared these qualities, a process that Behzadi describes as more intuitive than intentional.

“Mat takes work seriously and gets it done, so he recognizes when others share that attitude,” Behzadi notes.

Restructuring for a More Disciplined Approach

In its early years, the company operated with a relatively flat structure. “My designation and Mat’s didn’t really matter,” says Behzadi. “We worked alongside everyone else.” However, as the organization scaled, it became impractical to handpick every employee. UPHEALTH decided to establish a more formal organizational structure and to bring in external expertise to support recruitment. 

“We needed help from a third party to build the team,” Behzadi explains. “That’s when we were fortunate to connect with Henry Goldbeck and his team—they’ve been amazing.”

According to Behzadi, the company is now able to afford a more disciplined approach. “We can’t rely on intuition forever,” he says. “We have to learn from and benchmark against other organizations that have grown.”

Keeping Operations In-House

Rather than outsourcing various aspects of its operations, UPHEALTH has chosen to keep everything in-house. “From the beginning, we wanted to own the clinic and keep the physicians, telemedicine, care team, logistics, and marketing under the parent company,” says Behzadi.

While most of the operation is virtual, there remains the physical task of dispensing medication. “At the end of the day, there’s a box of medications that needs to be shipped,” Behzadi says. “We aim to do that quickly and efficiently.”

The Evolution of Healthcare

“We’re witnessing the evolution of healthcare right before our eyes,” says Behzadi. Even as UPHEALTH benefits from this rapid transformation, they remain vigilant in monitoring industry changes and complying with regulations.

“If you talk to policymakers, many were not expecting to confront such technological advancements,” he notes. While Behzadi is a strong advocate for the telehealth industry, he emphasizes the importance of a disciplined approach. “We don’t lobby or push,” he says. “Health is a sensitive industry, and we take regulations very seriously.”

Anticipating the Future 

“I can’t predict what will happen in the next few years,” Behzadi admits, “because whatever I say will almost certainly be wrong.” Nevertheless, the company recognizes the importance of staying informed and proactive. Regulations come from Ottawa, provincial governments, and professional colleges of pharmacists and doctors. Though challenging, Behzadi believes future developments are foreseeable with vigilance.

“Things don’t change overnight,” he says. “You can see trends if you pay attention, so we’re rarely caught off guard.”

Building Loyalty Through Customer Care

Just as regulations are evolving quickly, so is public perception. “People still have their doubts, but they’re far more open to telehealth today than they were a few years ago,” says Behzadi.

With over 100,000 customers across Canada, UPHEALTH has built a customer base that Behzadi describes as “very loyal.” Perhaps establishing such loyalty in a modern industry comes back to an old-fashioned principle.

“From day one, our goal was to build rapport with our customers and provide them with excellent service, so they’ll be satisfied and return,” he says. “We are, fundamentally, a customer care company.”