Earlier this month, our co-founders Alison Taylor and Trevor Johnston joined Andrew Mosawi at Vertex: The Vertical Software Conference in NYC for a conversation about how Jane grew to a $1.8 billion valuation without a traditional sales team, without burning through outside capital, and without losing sight of who they were building for.
The answer, really, comes down to one thing: the practitioners on the other end of the phone. Jane's customers are health care practitioners who trained to take care of people and then found themselves running a small business. The admin, the billing, the payroll at 9pm wasn't what they signed up for. Jane was built to take some of that weight off.
That shaped why Jane built one team to handle inbound sales, onboarding, and support instead of handing customers off between departments. It shaped why there are no phone quotas, why training takes two months before anyone gets on a call, and why the bar for a customer interaction is that they never feel talked down to.
As Ali said during their chat at Vertex: "When a customer calls, they have to feel like they're talking to Jane, regardless of who answers the phone."
That consistency is hard to build. It's even harder to scale. But more than a decade in, it's still the standard here.
It's also the lens Jane is using to think about AI. Not as a feature to ship, but as a real opportunity to give independent health care practitioners more support on things like handling phone reception, reducing documentation time, and making the business side of running a practice a little less heavy. As Ali put it, if AI can help increase clinic margins and make it easier for practitioners to do their best work, that's worth building toward.
Thank you to the Vertex team for having us, and to Chris Kuehn for coordinating everything so thoughtfully behind the scenes. 🩵
And if you're looking for a place where the work actually connects back to something real, we're hiring. Check out open roles on our careers page: https://jane.app/careers
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