Episode 84: Gabriel Garza, Co-founder & Managing Director at DocTour
Gabriel Alejandro Garza Caro is Co-founder & Managing Director at DocTour who works with international travelers and tourists to solve their health problems during their travel. With innovation in tech & processes, a completely new hybrid model has been created to attend to all travelers’ medical needs. Gabriel believes that empowerment, teamwork, strategic planning, and communication are key fundamentals for startups to develop in order to establish early, the way to success in today’s health tech environment. Gabriel is trained in Business Process Management and in Project and Portfolio Management as a Project Management Officer. For Gabriel, the most rewarding part of his role is the ability to innovate and think out of the box to solve everyday business and market challenges.
Prior to working at DocTour, Gabriel began as a Business Process Consultant and Project Manager at CEMEX, where he collaborated to map, design, and create the new CEMEX’s processes, system, and software and implement it in some European countries and in México. Gabriel holds a University Degree in International Commerce from the Instituto Tecnológico y de Estudios Superiores de Monterrey (ITESM) in México and a Master's Degree in Economics and Society and Master's Degree in Economics of Territorial Development from the Université Toulouse Capitole in France.
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Julio Martínez-Clark: (00:00)
Welcome to the LATAM MedTech Leaders podcast, a conversation with Metech leaders who have succeeded or plan to succeed in Latin America. Today, our guest is Gabriel Garza, co-founder and managing director at DocTour, a Mexican company that works with international travelers to solve their health province during their travel in Mexico and soon in the rest of Latin America. So, Gabriel, it's great to have you here today. Welcome to the show.
Gabriel Garza: (01:00)
Thank you, Julio. It's great to see you again.
Julio Martínez-Clark: (01:03)
Awesome, Gabriel. All right. So let's get started. Gabriel, talking about your journey to where you are today. How is it that you got involved in, in, um, medical technology business or digital health business?
Gabriel Garza: (01:20)
Okay. it was very interesting, uh, because it was not my career of choice. I started as a consultant in companies in Mexico, and I got the opportunity to travel. And after a decade of traveling and working as a consultant, I wanted to change my life and I wanted to contribute to society, uh, a little bit more. So, um, I decided to go and, uh, study a master's degree in economics and society and in territorial development in France. Um, and from when I was living in France, uh, my actual business partner, we started with, uh, with the idea, and I started helping with some, uh, translation issues that sometimes he had, uh, as a doctor. So that was my first contact with the business. When I graduated, I married and I went to live in Brazil, and I started, uh, thinking about the business with my business partner. And we started the business, uh, in a very early stage. And from there the health and health tech, um, areas were now my main line of business. So it was very, it was a transition from, uh, I wanted to help a little more and, uh, and give to, to society. And, uh, I think with the health approach we have, we can, we can do this. And we have some, um, social programs that do help, uh, people in need. So I, I think we, I am where I need to be and, and it's great to, to be in this, in this Business.
Julio Martínez-Clark: (03:22)
Beautiful, Beautiful. All right, So let's talk about trends. Gabrielle, what do you see happening in Mexico and the rest of Latin America? If you can talk about other countries as well, what do you see from the political, economical social, and disease trends, uh, that are relevant to our discussion today?
Gabriel Garza: (03:46)
Well, very interesting because, um, since the well beginning of the pandemic, because prior to the pandemic, uh, the health tech arena was, was not very popular, was not very easy to get in touch to with, for example, telemedicine companies. It was not something that the public trusted. So when the pandemic hit, uh, the, the public started taking a lot of interest in, um, getting their health, um, in, in order and, uh, to take the proper measures. So with the technologies, telemedicine, and other trends, digital trends, um, started a boom. And I think it's worldwide and it hit a lot of Latin America also, and Mexico. So prior to this, in Mexico, we had, um, some, uh, norms at the government level, federal level, um, that guided some principles for, to, to keep, uh, privacy, uh, data privacy, to have, um, some norms on, for example, electronic health records that were already existing and in place. So we had, um, the basis of the digitalization with the pandemic. This process accelerated enormously. So we see now, um, the ecosystem, well ecosystems, for example, in Mexico at different levels that are starting to organize, uh, including the merge between, um, private companies and governments and other organization and international organizations. So it is very interesting to see what is happening. Um, there are still a lot of challenges, uh, concerning, for example, communication between the different ecosystems and, um, the different, for example, levels of, uh, development of the actors in those ecosystems. For example, you have big companies, big hospitals, and you have also small startups, and you have other, uh, actors that, um, well, when you organize, and sometimes there can be some conflicts, um, and them, that is a challenge know to, to communicate the whole ecosystem as one first in the country. But you see also this happening in all Latin America, Chile, Colombia, um, Argentina are organizing the actors, the ecosystems and how, and, and, and between themselves with their government. And now I think the challenge is to, as we talk of interpretability, well, it's the interoperability of those systems too. So, um, I think that is a big challenge that includes political and social, uh, actors. Um, economically well the investment is, is going up every, every semester. So, um, and they are the different, uh, investors investing in health tech. So here the challenge is how to give a voice to every startup who wants to, um, get in touch with, uh, all the actors, the investors, right? So that is also a big challenge economically and well economically. You have also the impact of the, uh, of the pandemic that even as, uh, health tech is in a boom, uh, it is a difficult situation for health tech companies.
Julio Martínez-Clark: (07:42)
Why do you say so?
Gabriel Garza: (07:45)
Because, um, for example, in Mexico, um, it's not a, an open transition, for example, from going to a traditional doctor to use, uh, telemedicine or to, um, start buying products from some startups that require digital, uh, knowledge, for example. And, um, the population still sometimes doesn't have the trust that it will have if you go to the doctor in person, right? But those are some barriers that we need to overcome, uh, as, as the industry at all. But we need to educate also the customer. So customer education is a big, big challenge in Latin America, uh, because of the lack of, for example, if you see the United States or, um, Canada or maybe Europe, um, digital meetings, all of that, that was already in place and people knew that it existed. But now, uh, people in, in places where that wasn't the case are, uh, are getting in touch with new technologies, with new models, with new, uh, forms of communication of getting your health, uh, in order. So this is part of the challenge.
Julio Martínez-Clark: (09:11)
Got it. Yeah. Yes. Yeah. I think everywhere in the world is a challenge to educate people on that. But as you correctly said, I mean, little by little people are adopting these types of technologies more and more and more, uh, because there are, there are forced to do it. I mean, during the pandemic, there was no other way.
Gabriel Garza: (09:30)
Exactly.
Julio Martínez-Clark: (09:32)
So. All right. So let's talk about what you're doing today. What exactly is your business about, Gabriel?
Gabriel Garza: (09:40)
Okay, So when we started DocTour is, um, well, it means doctor in, uh, ancient, uh, French, I think in ancient English, and in some parts of the Middle East. It still is doctor, but it's the combination of also, um, the doctor for tourists. So we specialize in, in travelers in travel medicine, uh, and telemedicine. So we have a very hybrid model combining telemedicine, travel medicine, onsite services, and travel assistance. So it's, it's a, um, a model we created exactly for the tourists and the travelers in, in need. So, um, when we created this, we started just as, um, well, telemedicine wasn't known. So we start my business associate, uh, was giving consultations, and sometimes he called me, he was with a patient, so he was like, Oh, I'm with a French patient and I do not understand him. Can you help me translate? So, um, I started translating some consultations, and we thought about the model because he was working with tourists. He was going to hotels, and he was, uh, given medical attention to all of these tourists. He also worked, in hospitals, so in the er. So he got to attend all the tourists that got to those hospitals and there made problems concerning, for example, uh, health insurance and other things. So we started looking to, uh, different opportunities, and we started creating, uh, the models step by step. And now we have a model where the idea is when you travel and you get sick, is, is the worst. I mean, I think it has happened to everyone. And the statistics say that at least 79% of travelers will get sick, a mild sickness to something that I don't know. The most common is traveler’s diarrhea, for example. And, yes, and most of the people treat themselves, or you, when you go, when you travel, you take your little pack with your meds and you put everything for what could happen. But, uh, still, uh, a high percentage around 30% need medical attention. So the idea is with telemedicine, you don't need to go out, don't go out of your room, your vacation rental, uh, your, your friend's house, and, um, you can, with telemedicine, we can treat around 70% of the problems. The other 28%, uh, we can send a doctor where you are to your location, so we can send a doctor, a nurse, we can send you the medication, we can send you, um, uh, people from laboratories
Julio Martínez-Clark: (12:55)
Yeah. To take samples.
Gabriel Garza: (12:56)
Yeah. Take, take samples, collect samples, and, um, so we can send all of that to your location. And the other 2% that really needs, uh, attention, medical attention, they can go to a hospital. And we have some alliances with hospitals and clinics that will, um, at least if the person doesn't have insurance, we'll help 'em with accessible prices or discounts. Yeah,
Julio Martínez-Clark: (13:26)
Yeah, yeah. But that's more emergency, urgent care type of services, right? Or not?
Gabriel Garza: (13:32)
Yes, yes. And then, uh, the, the, because of that, the, also the need for assistance, uh, for the traveler, uh, was, was right in front of us. So we took the opportunity and created the health membership. So it's, um, you pay a certain amount, and with that, you are covered during your trip with the telemedicine services, with onsite services, and, uh, a list of assistances, uh, specially created for the travelers. So in there is already some assistance in the market, but what we did was we took off all that wasn't needed. For example, when they travel, uh, they don't need, uh, car insurance because if they rent a car, they will have insurance with the car. So we started taking all the products that were not, uh, necessary, and we created a product just for health. And, uh, other assistances, for example, if you lose your baggage or if you, um, so we created that type of membership, and you are covered during your trip. So if you get, for example, something happens during the, a connection in a higher airport via telemedicine, you can get your consultation with the doctor, and you are covered for the Trip.
Julio Martínez-Clark: (15:02)
Okay. Hmm. What nationalities do you see the most in Mexico? what types of nationalities are most common?
Gabriel Garza: (15:12)
Yes. Okay. Well, um, most of the tourism, for example, we started, uh, the company in Cancun. So most of the tourism we get is, uh, from around 80% of the United States.
Julio Martínez-Clark: (15:27)
United States. That's what I imagine,
Gabriel Garza: (15:28)
around 15 to 20% in Canada. And then you have others like Europe, and we have a lot of Brazilians. And, uh, well, lately a lot of Russians and a lot of, uh, Koreans that are traveling to, to Cancun and well, all of the destinations, mainly in Mexico.
Speaker 1: (15:51)
All right. So you also mentioned to me during our introductory interview that you have another set of services for corporate, travelers. Can we talk about that?
Gabriel Garza: (16:10)
Yes. So on the corporate side, you have, for example, some, um, the mice industry, the incentives, events, industry that organizes events. So, we help the organizers or the different DMCs or different companies that organize events with the, with the memberships, and also to comply with health measures where they have their, um, event. Uh, we provide them also covid testing stations, so they can take, uh, so for example, in Mexico, there is a law that re over 150 people if you have an event over 150 people, you need everyone to have a negative
Speaker 1: (16:54)
Oh, really? by law?
(16:55)
,At least an antigen test, by law, yeah. So, uh, we provide that service. So prior to the event, we do the testing, and then they, they go. Um, and we have also for the corporate side, really the, as a for employees, the benefit we give, um, it's telemedicine as a benefit for the employees. So we have, uh, that service, um, that for the companies is, um, financially is a good product because you can, from taxes and, uh, for the employees, a benefit, uh, uh, that they have no. And right now with the pandemic, uh, no one wants to go to a clinic, no one wants to travel. So this is a service that is, has a, brings a lot of value for the company and for the employee. We also, uh, made commercial alliances with companies that give, uh, more than just telemedicine. So give, uh, a lot of benefits for the employee, and we are the part that takes care of, of the medical side. And with this, um, the, the process is the same, the providers, we can, we can send medication, we can, depending on the location, we can also send someone. So it's just the market that switched. Um, but we do give this for international companies then, for example, have, um, employees, American ex-pats, for example, that work in Mexico. We can give them attention in English, medical attention, right? So this is, a big plus also. And, uh, for the other companies, for example, in, in the industrial parks that have a lot of, uh, employees high rotation, we have a plan for that too. So everyone can have also their service.
Julio Martínez-Clark: (18:55)
Hmm, fantastic. I mean, it looks like you put together a nice, uh, value proposition for different industries, not only the travel industry, it was really the spike that started all but that you have,
Gabriel Garza: (19:11)
I guess it was the product of the situation when we launched, it was prior, we, we launched doctor two months prior to the pandemic. So we launched it, the pandemic hit all borders, closed, all tourism stopped, stop. And, um, we didn't know what to do at the beginning. We said, what we gonna do, So we started looking for creative ways to survive with the thought tele medicine was, it was the best moment for telemedicine as it is for our other technologies in, for example, Latin. And, um, we kept going. We just changed the market. And, we found that there was an interest, We found the opportunity and we developed it. Um, around a year later, uh, tourism started going little by little, and, um, international authorities demanded the covid testing for flight. So we started providing that service too. And, uh, we provided the service at home. So it took your covid test at your hotel or at your, uh, vacation rental. And, um, that was where we started transitioning back to our main market. And then slowly we're, uh, growing now the business, that business line.
Julio Martínez-Clark: (20:48)
Right. Excellent. All right. So let's talk about the landscape in Mexico. Gabriel, who else is doing something similar? I mean, what's so innovative about the solution that you have or you may not have competitors? I mean, let's talk about that.
Gabriel Garza: (21:05)
Yes. Well, there are a lot of competitors, good competitors. And, uh, I think we even, for example, as doctors, we participate in some, uh, organization in Mexico that assembles, uh, all the actors, and most of them are our competitors. But the objective is to, for example, um, we want to lay the foundations for good practices. Okay. That is one of the main objectives. So first of all, uh, not using social media to get consultations, uh, using proper, um, software, proper companies prosper. So that includes ours, our technology, and our competitors. But what we want is to formalize business and, um, to put it as a then, then the next step is to take it as a norm, right? So when creating digital norms in the government, we need to be present. We need to give the information, and the feedback to the government and to the actors that are responsible to put that as a law, for example.
Julio Martínez-Clark: (22:19)
So it's kind of a code of ethics or code of behavior, and also lobbying the government to implement these changes in the current regulation.
Gabriel Garza: (22:30)
Yes. And as actors, we need to, we need like, okay, what is a telecon consultation? What is tele orientation? When it is, it starts to require more safety, more, uh, encryption, for example. And when it is just okay too, as a phone call, and you need, to start like the whole definition of terms. So that is very important. So there is that effort has been taking part de is part of the ecosystems that we, we are talking about. And there is another association we are into that is just startups, because the main one, it's, it's all the actors. And the other one is just startups.
Julio Martínez-Clark: (23:17)
So telemedicine actors. The first one is telemedicine, right? Did you say?
Gabriel Garza: (23:22)
Yes. It's eHealth. There is for, yes, for all types of businesses.
Julio Martínez-Clark: (23:33)
So it's a mature industry in Mexico right now.
Gabriel Garza: (23:36)
Yes. Well, it matured very fast during this pandemic. I think that that was, that was the thing that happened in all of Latin America, The actors were ready. The ideas were there, but there was a lack of, uh, need, and the pandemic created that need. So, um, that's why the, it was a very quick boom. It was no preparation. Everyone was prepared, but, uh, there wasn't a real market opportunity until funding
Julio Martínez-Clark: (24:11)
Ok. And what about the government framework or the norms, the laws, were they changed because of the pandemic, or are they still being changed? Was the landscape in terms of, uh, legislations and stuff in Mexico for this?
Gabriel Garza: (24:29)
Well, when the pandemic hit, like, like everyone that every industry reorganized, the government did the same. So, um, concerning new laws, there wasn't a new law per se that was changed because as I mentioned, there were already some basic laws, um, that, that was, uh, in place and for digital services, medical, digital and medical services. It was a basic law that everyone since, uh, for example, um, wearables or any, anyone, there was already something in place for the authority of a priest, how for all types of industries already some norms and procedures in place. So that kept going. But right now, um, there is an effort that is going to be done at the state level and at the federal level for digitalization of medical services. So now there is going to be something specific for all health, right? So that is where the different, those organizations are participating, and we hope that the outcome would, will be, uh, beneficial for the whole acquisition.
Julio Martínez-Clark: (25:55)
Sure. Yeah. All right. So one question that always comes up is what if I wanna start a hundred percent telemedicine clinic, can I do that in Mexico? Or do I have to have a physical location certified as, as a healthcare provider, brick and mortar, and then from there span my waters, uh, with computers and stuff? I mean, how is the landscape?
Gabriel Garza: (26:25)
Okay, so the landscape is for the moment, for example, as an individual, as a doctor, let's say, let's say a doctor that has it, uh, it's consultation,
Julio Martínez-Clark: (26:38)
Um, have an office as a little practice.
Speaker 2: (26:41)
Yes. And now he wants to explore the digital aspect so he can choose, uh, different, uh, platforms that have, for example, integrated telemedicine with electronic health records and, uh, digital prescription. But, um, and he can do it at home, or he can do it at the office, because now there's also some norms that with the work at home that we experience, uh, we are also reorganizing the way the work should be. So, uh, now you can, as a professional, uh, give, uh, your consultations via telemedicine. There are applications to do that. Then as a company, um, I guess you can do it. There are no restrictions. Well, you need to have an office, a central, at least, uh, an address.
Julio Martínez-Clark: (27:39)
You have to have an, Oh, well, you can get an address with, uh, work, right?
Gabriel Garza: (27:45)
Well, I don't know. Well, that is where the gray areas, you need a permanent, Y.
Julio Martínez-Clark: (27:53)
Okay, That's fine, That's fine. But this is the reason I ask because, in the United States, you have platforms. There is a virtual clinic, there is a hundred percent virtual, there's no office, and Everything is distributed. There is no brick-and-mortar hospital or anything like that. And, there are legal under the US law in many countries in Latin America, that is not allowed yet. And that's really the reason why I'm asking about, uh, how is it in Mexico?
Gabriel Garza: (28:24)
Well, as we started, as in a hybrid model, when we started, we started with an office. We had an office. And in the office, we had the doctors. So the doctors are in the office. It is not a, it is not a doctor's office. We don't have any doctor's office equipment. It is a telemedicine office. So, um, and if required, the doctor goes to your place of staying. So there, there, we, we don't need any, the waiting room is your hotel room, and at the end, the doctor's office is where you are. So, we do have Offices.
Julio Martínez-Clark: (29:06)
But your doctor, your doctor, and your team of doctors have to be at your location after, after your physical office.
Gabriel Garza: (29:13)
Yes. Well, we decided that because, um, okay, we give, what something that differentiates us from others in, in the country, in Mexico, for example, or in within America, or even in the world, is that, um, uh, our services are multi-language. So our doctors are bilingual, and all speak English. And for the other languages, uh, French, uh, Portuguese, uh, whatever, we, we put an interpreter. So that is part of the model. And so the communication, the language is not gonna be a barrier never with us and don't, Well, that is part, and, and the platform, um, it's multi-language also. So that is part of the services, but we do not, um, and we wanted to standardize the process because when you have, for example, you have different models. You have the platforms that are, uh, platform as a service, software as a service. So in those, well, every provider is responsible for their own, for example, uh, quality of the consultation, right? And here as a company, we wanted to standardize and have the best quality, uh, consultation. Um, and that if you change or if you consult, uh, uh, a week later and it's not the same doctor, you will get the same attention. Right? It's so and so, they need to, uh, speak English. They need to be highly qualified. They need to know, uh, and, and they're trained in telemedicine. And, uh, so all of that required, okay, we did either we flip a coin and we hope that he's a good doctor, or we have them here and under, uh, a contract, right? The other is, if you are working at home, um, there might be the dog barking. even it's if it's not yours, it's the neighbor's dog.
Julio Martínez-Clark: (31:24)
But, it was your choice to have it that way, to ensure quality and to summarize processes, etc.
Gabriel Garza: (31:31)
And as such, we did not require to do a lot of, um, researching if we were allowed to do what we wanted to do. So, I know that you can provide the services remotely as an individual. I know that you can, as a company, you need to have, um, a permanent address. So that is from the billing part and everything that, that needs to be done. So if you, I guess if you, for, for now, that the law isn't fully updated, uh, if you can tick those boxes, you're
Julio Martínez-Clark: (32:13)
So in essence, Mexico is an open market for US companies. European companies implement telemedicine platforms nationwide. They don't have to own a hospital. Right? A brick-and-mortar hospital. That's my point. That's exactly the
Gabriel Garza: (32:33)
No, no, no. Hospitals are providing But there are also, uh, providing a service in a new industry. Exactly. But there are persons that are startups that are highly specialized.
Julio Martínez-Clark: (32:47)
Sure. So you are competing with a hospital in other ways. I mean, you're providing healthcare services the same as another hospital that, that, uh, in the corner that also provides healthcare services, and they may or may not choose to implement telemedicine-based healthcare services.
Gabriel Garza: (33:05)
Yes. Well, um, yes. That, that, that was a choice. We decided to implement a highly hybrid model where we think that in the middle is where everything resides. So we didn't highly specialize. We, we adapted a part of one model with another model, and we created, uh, a continuous, uh, like integrating the whole chain, right?
Julio Martínez-Clark: (33:33)
Oh, that's fine. I mean, you were adapting to your local market. You are being innovative in the way that, uh, you are, um, providing a solution for a problem where nobody was, was, uh, providing a solution for. Right? And it's a niche. You started with the travel industry. Now you're candid.
Gabriel Garza: (33:56)
And that is very interesting because there is a lot of technology and there is a lot of startups and a lot of, uh, specialized tools. And, so I guess the next step is to create new models to provide services. So, integrate all those different trends and all those different innovations. So that is what we try to do with DocTour.
Julio Martínez-Clark: (34:23)
Perfect. Perfect. I'm very pleased to hear that Mexico is an open market for these types of, uh, businesses. So any company, national or foreign can establish, uh, a, a telemedicine platform to
Gabriel Garza: (34:36)
Yes. Well, there is, uh, there is the open, Well, for a foreign company, well, there is some loss. They need to, In terms of, uh, percentage ownership.
Julio Martínez-Clark: (34:48)
Yeah. All right. So, and, and also for foreign companies to sell, uh, devices, software to companies like yours. So there's, there's a market that can serve the whole country, and Mexico is a big country, 225 million people, something like that, right?
Gabriel Garza: (35:07)
Well, there is, the market is huge, and the opportunities are, are very, very good. Uh, as a company, for example, we are always trying to innovate. And devices, I think are going to be our next step. We are going to put the device close to the person. And there are other, uh, technologies, For example, we were, um, we are still evaluating the remote photoplay. I don't know if you have Heard of it.
Julio Martínez-Clark: (35:37)
No, What is that?
Gabriel Garza: (35:38)
So it's a technology that is well in this field, uh, recently, um, that allows to, it takes the micro variations of the pixels in your face to know your blood pressure.
Julio Martínez-Clark: (35:55)
Oh, yes. There's already an app for that or a company that is working on an app where with a camera, with a cell phone camera, they can measure some biomarkers. Yeah.
Gabriel Garza: (36:07)
Yes. And well, there are going to be a lot of technologies like that. And then, here, it's, it's, uh, how you implement all of that. So, uh, you can create new models integrating the different technologies and the different aspects and devices and, uh, telemedicine with, uh, even, for example, there are models or where you, okay, you take the doctor out, but you put nurse and, uh, the doctor can now, for example, uh, take into account, uh, more places because he has some, some, the
Julio Martínez-Clark: (36:41)
Nurse is already addressing Yes. 80%, of the needs of the patient
Gabriel Garza: (36:47)
And the nurses with devices. And so everything starts to connect.
Julio Martínez-Clark: (36:51)
All right. Gabrielle, we're close to the end of the show. Um, but let's talk about your expansion plans in Latin America. You told me in one of our initial conversations that you wanted to expand to other countries. Let's talk about that a little bit, please.
Gabriel Garza: (37:06)
Yes. Well, um, as we are highly specializing in, in travelers and tourists, um, our first expansion steps are logically the high, um, the places with a high volume of tourists. So, we made an analysis of the Caribbean region. Dominican Republic. Republic. Uh, even up to Costa Rica, maybe Panama. Uh, so, but we have seen a booming Brazil, for example. So Latin, Latin in America, it's a, it's a very fertile ground for, for expansion and for all of the help tech
Julio Martínez-Clark: (37:52)
Even Cartagena in Colombia, Cartagena receives millions of people here.
Gabriel Garza: (37:58)
Yes, yes, yes. So with our business partners that also work in those places, we are expanding next year. And, um, following that, we will follow the, for example, the Mexican tourists where they go, and we will go there.
Julio Martínez-Clark: (38:16)
Sure, Yeah. Makes sense. Right, right. Gabriel, so it is being a delightful conversation. I mean, I'm, I'm fascinated, uh, with what you're building here. It can potentially be Alaina company very soon.
Gabriel Garza: (38:34)
Yeah. We hope. We hope so. Yes.
Julio Martínez-Clark: (38:37)
So I wish you the very best and, uh, thank you for being a guest on our show.
Gabriel Garza: (38:42)
Thank you, Julio. It was very delightful.
Julio Martínez-Clark: (38:45)
All right. So how can people get in contact with you?
Gabriel Garza: (38:48)
Okay, so we have, uh, our, uh, platform is doctour.app. And, uh, we have also our social, uh, media, uh, pages that you can find. You can find all the information in Doctour.app. We have everything there.
Julio Martínez-Clark: (39:12)
Very Good. Very good. All right, Gabriel.
Gabriel Garza.(39:14)
Thank you very much. Bye.
