Transcript: Breaking the Stigma: Women’s Health

Transcript: Breaking the Stigma: Women’s Health

MS. STEAD SELLERS: Good morning, and welcome to Washington Post Live. I’m Frances Stead Sellers, a senior writer here at The Washington Post.

My first guests today are going to be talking a lot–about a lot of issues that are unique to women’s health, and first of all, we have Laura Modi, who is the co-founder and CEO of Bobby Organic Infant Formula. We’re also hoping to have Simmone Taitt, who is the founder and CEO of Poppy Seed Health.

And, Laura, let’s start with you right away, if we can. The clip at the end of our introduction was all about the moment when we were at the height of the formula shortage, and I was writing about it then. Could you update us now about where we stand with that shortage and particularly what it’s meant for women?

MS. MODI: Yeah, absolutely. My God, just rewatching that clip brought me back to where we were a year ago, and this Friday will mark one year, one year since there was a recall that has created a national shortage where this country was unable to feed babies. And it’s shocking to think–and I’ve been reporting on this now recently as well–which is we may be getting close to a place where we are out of the stretch, but we are certainly not out of the crisis. And the existential crisis that still exists is that we are one bacteria away from this potentially happening again.

It takes fundamental change in the industry to ensure that we get out of this, and we have just been solving for the shortage. Now we actually need to change our sights to fixing the crisis.

MS. STEAD SELLERS: Laura, let’s dig a little bit deeper into that, “one bacterium away from this crisis.” Explain what’s happening in our manufacturing that makes the system so very vulnerable.

MS. MODI: I mean, “vulnerable” is exactly the word. It’s a very, very fragile industry. So there’s very few manufacturers here in the U.S. that can make infant formula, and when one of those facilities that makes the majority of infant formula in the country is unable to produce, it means that we are really supply-constrained to be able to serve the high demand needed for infant formula.

So what we really need is more manufacturing to ensure that we’re out of this crisis. Now, manufacturing is not the flick of a switch. You can’t just say let’s get them up and running. This takes a lot of capital, multiple years, and requires an immense amount of safety that can’t be overlooked.

The question is, have we actually made any strides as of recently to see more manufacturing progress in this country? We’ve done an amazing job to, say, let’s turn to other countries and ensure that we can get formula in, stocked on shelves, and that babies are being fed. But that’s not a long-term fix.

So one of the things that we’ve been doing is working with Congress to say we need to put a bill aside where we’re saying there is a fund to be able to support more manufacturing in this country, that also introduces competition, which also in a very concentrated industry is exactly what we need to ensure redundancy in the future.

So, hopefully, we will see this bill get introduced and that bill get passed, allowing for more manufacturing in this country.

MS. STEAD SELLERS: So we had a slight technical glitch there. We’ve now got Simmone Taitt. She’s the founder and CEO of Poppy Seed Health. Simmone, welcome. Nice to have you with us too.

MS. TAITT: Thank you so much for having me, and I hope the glitch doesn’t continue to happen.

MS. STEAD SELLERS: Well, we will work through it if we do, but we’re delighted.

And I wanted to start by asking you about Poppy Seed Health. It deals with pregnancy and postpartum loss, and could you tell us the origin story? Tell us how you came up with the idea of producing this app.

MS. TAITT: Sure. So, in 2016, I had my first pregnancy loss on what has been for me a very complicated journey to parenthood, and Poppy Seed Health focuses on delivering that emotional and mental health support that we need just in those moments that we need it the most, which is something that I didn’t have.

After my appointment, I was sent home with no medical, emotional, or mental health support, and if you look at maternal health care in our country today, in the U.S., you will see that there is no way with having the continuity of support and care on the clinical side that really focuses on emotional and mental health support.

So I built Poppy Seed Health with our team to make sure that folks could have this kind of support in 90 seconds or less. Our actual latency these days is just under 10 seconds, and so under 10 seconds, whether you’re pregnant, postpartum, or you’ve experienced a loss, you are able to have a conversation, all text-based, with one of our advocates almost instantaneously.

MS. STEAD SELLERS: Wow. So that gives us a sense of the complexity of some of these journeys, and of course, they’re not equal across racial and socioeconomic backgrounds.

Laura, which brings me to you. You have started an effort, I think, at Bobby to raise awareness about African American maternal mortality, in particular. Could you tell us where that stands and why you felt the need to create this push?

MS. MODI: You know, and I know we’re talking about women’s health, but really this is a human’s rights issue. What we’ve found and we’ve come to learn is that here in the U.S., we have the highest maternal death rate for a high-income nation, and it particularly impacts Black mothers.

And we’ve come to learn about this in multiple ways. Elaine Welteroth, who’s on our Bobby MotherBoard and helps support with a lot of policy changes, went through her own personal journey when she went to have her first kid, when she had come to learn about a Black mother who had died during childbirth, only a year before she gave birth, and it led her on her own research journey to figure out what is the care and support system like in the U.S., because 80 percent of these deaths can be preventable. And they’re not.

MS. STEAD SELLERS: Wow. That’s a shocking, shocking number.

And I know, Simmone, that your own experience led you to become a full-spectrum doula, and I’m now understanding that many Black women are deciding not to deliver in hospitals. What does that mean about what’s going on in this country with delivery and the options open to people and the risks they entail?

MS. TAITT: Well, what it means is that we have a health care system that is broken, right, systematically looking at all of the layers in maternal health care and how we can improve.

For women who look just like me, we’re three to five times more likely to die from preventable things during childbirth, our pregnancies, and then also postpartum. And so it looks for us at Poppy, like, making sure that our advocates are marrying the people that we support every day. Anyone can use Poppy Seed Health, but 50 percent of those doulas, midwives, and nurses identify as BIPOC, and where we are able to connect with folks, a lot of my own experience as a doula and becoming a doula right before I built Poppy Seed Health, it was very important to understand these nuances that exist in our maternal health care system, the racial bias that exists but also the access and equity to care.

And although technology isn’t the only solution, the power of technology allows to bridge these gaps, especially for folks who don’t live as close to their providers or hospitals. As a matter of fact, about 41–it’s about 1,700 counties across the U.S. where people live 90 miles or more away from their closest provider or hospital to get their care.

So, as a doula, I understand these pain points myself. As a birthing person and as a Black woman giving birth in the U.S., I understand what I’m up against, and we’re working very hard to change that.

MS. STEAD SELLERS: Laura, you referred to this as a human rights issue, taking it obviously on to a big plane, but in your experience, what has been the most shocking aspect, the single most shocking aspect of this?

MS. MODI: I think it’s both shocking and upsetting, which is that having the right medical support–and I think, Simmone, you just said this perfectly–has proven to work, but it’s just not accessible to all. And come to learn that, you know, babies born to the richest 20 percent of families are more likely to be born premature and have medical complications, but that they are the ones, due to the affordability and due to the access, actually are the ones who get the better health care system. And their babies will thrive in comparison to what we see to those that don’t have access and particularly impacting Black mothers.

Elaine actually said this very well as well, just around the other type of support systems that are out there. Midwifery care outside of the traditional medical system, here in the U.S., the midwifery workforce is far behind where we are globally. And for a developed nation, where we have–I believe it’s four midwives for every 1,000 births in comparison to 10 times that in Europe is just a glaring stat showing the gap.

MS. STEAD SELLERS: So, Simmone, you know, you’ve worked as a doula. You know the importance of connecting with the people you work with. Talk to us a little bit more broadly about the importance of a diverse maternal workforce around creating success in these stories.

MS. TAITT: So I like to call it the “maternity health care stack,” which means that there has never been a better time for birthing people and women to be able to participate in our own care. And so what that means is that we are looking at a full, broad spectrum of what that looks like for our care. So our bidirectional conversations that should be happening with our providers on the clinical side, of course, should be there.

But then we have access to doulas, and we also have access to midwives. To Laura’s point, it’s not as many in the U.S. as we would like, but we’ve seen over a 200 percent increase in midwifery certifications and licenses going up in the last five to six years. And part of that is because we have this stack that we need to put together for ourselves and also change systematically what’s happening in maternal health care. So that means that you have your village, right, which is your love network or your friends, your family, whatever that looks like, and then where you’re getting your care is a whole body-integrated experience.

We like to focus at Poppy Seed Health on the person that is carrying, not just the baby. The system is really set up and our health care system is set up for that baby, but no one is really paying attention to the person who is carrying. So we want to make sure that you have your nurses, you have your doulas, you have access to midwives, you have access to nutritionists, good foods and nutrition when you’re going through your pregnancy and postpartum journey, and that you have access to the kind of technology, the kind of apps and support that fit into wherever you are in your journey, whenever you need it the most. That’s what we call the “maternal health care stack” at Poppy Seed Health, and we’re seeing this more and more happen with our own members and just everyone who’s planning on having a family.

MS. STEAD SELLERS: Simmone, just because we lost you a little bit at the beginning, I want you to say very quickly, just briefly, how Poppy Seed Health works. I’ve been on the app, but just explain just very quickly.

MS. TAITT: Sure. So three very easy steps. You can download us in the App Store or on Google Play, if you have an Android, and you give us a few easy points of your own self-reporting information of where you are in your journey. You hit that chat request button, and in 90 seconds or less, just about 10 to 15 seconds these days, you are put into a one-on-one private and secure conversation with one of our doulas, midwives, and nurses.

We’re the frontliners on feelings. So you can talk to us about anything that you’d like.

MS. STEAD SELLERS: So that this “frontliners on feelings” is a great phrase, and it brings me right to you, Laura. Talk to us about the importance of understanding and how the conversation has evolved around anxiety and mental health in this crucial period of women’s lives.

MS. MODI: It’s a huge issue, and I can speak more directly from what we’re seeing with new mothers. There is a lot of pressure in society put on them, on what they should do, how they should act, what it means to show up the right way, and very specifically in the world of feeding, there is a path that is considered best and then there’s a path that is considered second best. That is a dangerous narrative to put on women.

What we’ve come to learn is that the real formula in life is everything else going on around that mother, that parent, that woman, and to be able to prescribe a template approach to how we believe this woman should show up and how they should act is wrong, and frankly, it’s irresponsible.

We need to take into account that everyone is going through something very, very different, and I say all of that because if we don’t recognize that, we are absolutely adding further to the mental health crisis, which is mothers, women believing that they should do things a certain way when they are just unsupported to be able to show up that way. And it is getting worse.

MS. STEAD SELLERS: Simmone, do women even know what they need and how they might benefit from mental health care in the postpartum period or even during pregnancy?

MS. TAITT: I’m so happy that you asked that question. We find and we know that when folks come to Poppy, the hardest thing for them to do is just to show up for themselves. As easy as I just explained using Poppy and hitting our green button to chat with someone, that’s still really difficult for folks to do, and that is because you don’t exactly know what you need.

And so having a partner to figure out exactly how you’re feeling and what you think you need is where our support starts and where all support should start for that individual and their own experiences, right? And so, no, I cannot say with confidence that people know what they need, but I can say that we’re changing the cultural narrative around what it means to be able to show up for yourself, to be–to not feel the kind of stigma and shame that typically comes along with not living in this perfect motherhood journey or pregnancy journey or reproductive health journey. And that is really exciting for us to be at the forefront of.

MS. STEAD SELLERS: Simmone, the reproductive health journey has changed considerably in the last 12 months with the Dobbs ruling, which overturned, you know, a half century of constitutionally guaranteed reproductive rights to abortion. How has the conversation changed for you? How are people dealing with a change in how they can approach their own reproductive health?

MS. TAITT: So the conversation for us at Poppy hasn’t changed much. So one of the things that we have always stood by is anyone’s choice as it relates to their bodily autonomy, so that decisions they make about their own body and how they trust themselves as they go through a journey, and at Poppy, we have the only loss support hotline where you can come and within seconds be connected with one of our advocates that can support you immediately that’s trained in loss and also abortion support. That is one of the scenarios where we, of course, have seen an increase since Dobbs was overturned last year, unfortunately, but the conversations are going more like, “I’m thinking about doing this, that’s best for me, my family, and my body,” or “I don’t have the information or the kind of support that I need.”

And like I said, as frontliners on feelings, we are not there to judge you. We are there to support you and to help you, and I think that it’s the most important, more important than ever before, to have these safe spaces in which someone can come and get this nonclinical support that should be a part of your journey and your own decision-making. So we’ve always supported every single path, and I’m really proud that when Dobbs was overturned that we were able to really step up to the plate and do exactly what we love doing, which is supporting people with their emotional and mental health support.

MS. STEAD SELLERS: And this, of course, is the Dobbs ruling that overturned Roe v. Wade.

But, Laura, let me just pick up with you, and I wanted–you raised this issue at the beginning. I’d love to hear what you are hearing and you’re learning from mothers, but also ask you about research dollars. What needs to be done to push more research money into women’s health?

MS. MODI: Someone recently described this, which is that the female body has become this mystery, and you see it in the way research has been done. Do you know that women weren’t required to learn clinical research until ’90, ’93? It wasn’t that long ago. And EVI, which is a fabulous platform that has been doing a lot of work around women’s research, has been describing it as the research that was done on men was then just translated for women who were considered just smaller men. That is insane. That is insane that it has taken us so long to get to a place where we’ve all had to come to terms to say actually women and their systems need to be studied in a different way.

And to piggyback off what Simmone said, I think one of the biggest gaps in areas that needs to be studied the most is around mental health, and we see it getting worse. But now we need to actually study women’s mental health, not just mental health overall and then prescribe it to women. We need to study women’s mental health very carefully.

MS. STEAD SELLERS: Simmone, you’ve spoken so bravely about your own journey, and I know that ACOG, the American College of Obstetricians and Gynecologists, says that one-quarter, as many as one-quarter of pregnancies end in miscarriage. Is there a common message to give to women who go through these sort of difficulties getting pregnant in what is one of the most basic functions of women’s lives? Have you found a way to communicate how to move through these difficult periods?

MS. TAITT: Sure. And you’re right. One in four pregnancies will end in a loss. The majority of those pregnancies, about 80 percent of those pregnancies will be within the first 10 weeks of pregnancy. Just because it’s an early loss doesn’t mean that it is not a loss. And by the way, we have plenty of folks that are going through IVF journeys as well, whose embryo transfers do not stick or also end in loss.

And so my message is always along the lines of it is not your fault, and I say along the lines of that it is not your fault because it can be one of the most emotionally darkest places, especially when you really want that pregnancy or you’ve had multiple losses. It’s the easy thing to do is to blame ourselves and our bodies.

But on the other side of this is encouragement, right? Part of the encouragement is that–check, make sure that you have the kind of access to providers, if you have one, or access to tools to do more research and own what’s actually happening with your body.

We know that in pregnancy loss, so many undiagnosed health issues come out on the other side of being able to have the kind of tests and being able to do the kind of–the kind of–have the kind of conversations with your trusted providers to try and figure out exactly what is happening so that you don’t have to have another loss, but that emotional and mental health support is so, so important.

And I’m tripping over my own words a little bit because I haven’t just had one loss. I’ve had many, so–and every single one has been different. So, anyway, I encourage everyone to know that, you know, we can’t blame ourselves and to go a little bit deeper with our own bodies.

MS. STEAD SELLERS: Thank you, Simmone.

Just one last word. We’re running out of time, but, Laura, I’d like to just take it back to you. Do you have a message? Is there a central message you’d like to leave women with?

MS. MODI: I think it’s more leaving a message to companies. I think the cost of staying silent has never been louder. You see it in new companies that are coming from the ground up and saying, “We are serving women. We are serving moms. It is now our responsibility to actually stand behind them.” So I think the overarching message here is that as companies and anyone who is out there serving women, it is your responsibility to stand for them and get behind their health.

MS. STEAD SELLERS: Thank you both. Laura and Simmone, thank you both so much for joining us here on Washington Post Live.

MS. STEAD SELLERS: And I’ll be back soon–don’t go away–with Dr. Sharon Malone, sometimes known as the Menopause Whisperer. So stay with us.

MS. UMOH: Hi. I’m Ruth Umoh, leadership editor at Fortune.

When it comes to women’s health, menstruation and pregnancy are probably the first things that come to mind. However, menopause and women’s midlife health is equally as important. It is often an overlooked and neglected topic. Here to shine light on the importance of igniting conversations around women’s midlife health is Dr.

Shayna Mancuso, board-certified OB/GYN and medical director at U.S. Medical Affairs at Astellas. Dr. Mancuso has extensive experience and has been practicing for over 28 years.

Thank you so much for joining us today, Dr. Mancuso.

DR. MANCUSO: Thank you so much, Ruth, and as an OB/GYN, of course, this topic is something I’m very passionate about.

MS. UMOH: Of course, of course. So let’s dig in. This is a period in life that can be confusing and frustrating for women. Tell us more.

DR. MANCUSO: Absolutely. So every woman’s experience is truly unique and can vary greatly, and while some women experience mild symptoms through this menopausal transition, others may experience more severe symptoms. And during this transition, the most commonly reported and bothersome symptoms are hot flashes and night sweats, also known as vasomotor symptoms, or VMS, and in fact, up to 80 percent of women suffer from VMS during this time. And this might be surprising, but VMS can last for longer than 10 years, and a single hot flash can last anywhere from about one minute to five minutes.

Also, Black and Hispanic women will experience menopause earlier and longer than Asian and Caucasian women, equating to about two to four years longer than White women.

And when we stop to think about this unpredictability and the disruption that these symptoms can bring, we can start to really understand how it can impact women, affecting their work, their relationships, and even their mood.

MS. UMOH: Why do you think so many women struggle with these symptoms? It seems there’s an undercurrent of that grin-and-bear-it attitude when it comes to menopause and the issues that it can cause.

DR. MANCUSO: Yes. That’s a great question, and I think a large part of it has to do with what has occurred historically.

So I believe most are familiar with the Women’s Health Initiative study, or the WHI, but for those who are not, this trial was designed to examine the benefits and risks of hormone therapy taken for chronic disease prevention in postmenopausal women. And the estrogen and progestin arm of the trial was abruptly halted due to findings, including increased risk of coronary heart disease, stroke, breast cancer, and this instantly triggered this sea of confusion and change regarding how hormone therapy was prescribed by physicians, perceived among patients. And this is a sentiment we continue to see today, two decades later.

And within the past 20 years, there have been many follow-up studies and subsequent sub-analyses of these data that have helped to provide a framework to define characteristics of individuals in whom benefits of hormone therapy may outweigh the risks.

And today hormone therapy is recommended as the most effective treatment for VMS and other symptoms of menopause. However, I believe we have to keep in mind that there are women in which hormone therapy is contraindicated, and there are many who choose not to take hormone therapy. Unfortunately, for these women, there are currently limited non-hormonal treatment options that are both tolerable and effective, so this leaves us with a void. But this has actually, in and of itself, led to advances in scientific research to progress our understanding of why some of these issues may occur, which I find really exciting.

And today we’re seeing advances in midlife women’s health. We have a new understanding of why hot flashes occur, and we know that it may not be just about declining estrogen levels.

MS. UMOH: Yeah. Well, for a long time, we’ve understood that during the menopause transition, some of the symptoms one might start to experience usually results from changes in our hormones. Is this not the case?

DR. MANCUSO: Well, during this transition, our bodies are going through many physiologic changes, and one of these changes occurs in the part of our brain called the “hypothalamus.” When someone experiences a hot flash or VMS, it’s originating in the hypothalamus. The hypothalamus is essentially our internal thermostat and helps to regulate our body temperature, and within the hypothalamus, there are key neurons called “candy neurons,” which play an important role in temperature control.

And so in order to keep your internal thermostat regulated, we rely on a delicate balance of estrogen and a brain chemical called “neurokinin B,” or NKB. Through that menopausal transition, estrogen levels decline, disrupting the balance of NKB, and when unbalanced, candy neurons will then mistakenly tell the body that we are hot, and the hypothalamus triggers this cascade of hot flashes and night sweats.

MS. UMOH: So, essentially, our body’s internal thermostat is getting mixed up?

DR. MANCUSO: Yes. This is one of the events that is happening when a hot flash occurs, and this creates new opportunities for scientists to explore. This is a particular area where Astellas is investing in research in hopes of helping women experiencing VMS due to menopause, and this is part of our commitment to improving women’s health at midlife.

MS. UMOH: Yeah. Well, can you tell us more about what Astellas is doing to prioritize women’s health in midlife?

DR. MANCUSO: Yes, I would love to. So we know that the menopausal transition has traditionally been met with stigma and shame, and today, as more and more women are using their voice, we are starting to see more open and honest discussion of this vital phase in the life span and the challenges that women face with the symptoms that can arise during this time. And as these stigmas are shattered, there still is a great need for education to address the confusion, compassion to address the isolation, and also support for women in midlife where her health is just as critical as it was when she entered puberty or perhaps during a pregnancy.

At Astellas, we are listening and learning from women at this stage of life so we can better understand their needs, and we’re also fostering education among our own employees, the health care community, and the patients that we serve.

And in fact, we have recently introduced resources for women experiencing VMS at a site called “WhatsVMS.com,” where one may go to understand more about hot flashes and night sweats, why they happen, and how to get support, starting with having a conversation with your health care provider.

And finally, we continue to focus on advancing the science to address the unmet needs that exist today for women in midlife.

MS. UMOH: Fantastic. Well, thank you for your insight, Dr. Mancuso.

If our audience has any questions, we recommend speaking with your doctor and checking out WhatsVMS.com. Again, that’s WhatsVMS.com.

Thank you for joining us today, and now back to The Washington Post.

MS. STEAD SELLERS: Hello, and welcome back to Washington Post Live. For those of you just joining us, I’m Frances Stead Sellers, a senior writer here at The Post.

So my next guest is going to be talking about demystifying menopause. It’s Dr. Sharon Malone. She’s an obstetrician and gynecologist. Here I am tripping. Excuse me. A very warm welcome to Washington Post Live, Dr. Malone.

DR. MALONE: Thank you for having me.

MS. STEAD SELLERS: Well, let’s cut straight to the big question. If every woman who’s lucky enough to live to be over 50 goes through menopause, why haven’t we been talking about it for so long?

DR. MALONE: You know, isn’t that a big question?

DR. MALONE: Given the fact that menopause–every person born with ovaries will go through menopause. It is not an optional activity, and women have been going through this forever and looking for solutions forever and have been met with silence, and unfortunately, as Laura was mentioning, that study done in the 1990s was the first large-scale study, the Women’s Health Initiative, where women were involved, and they were attempting to answer some of these questions.

Unfortunately, it went very wrong, let’s just say. The study was poorly designed, and the questions that it sought to answer never really got adequately dealt with.

Now, 55 million women in this country are menopausal at any given time. 6,000 women join those ranks every day, and the notion that you would enter this phase of your life, which fully will encompass a third of your remaining years, with having no information about how to deal with it, what to expect when you get to menopause, and more importantly, what to do about it, because menopause isn’t just–it isn’t just a hot flash. And I think that’s sort of the comic relief that we have about–you know, you think about women sticking their heads in the freezer, but it’s a much more profound set of circumstances that affect women once they enter menopause.

Women–even though we say the average age of women entering menopause is 51–and that means just the age at which you’ve had your last menstrual period, but that process of transitioning to menopause actually starts for women sometimes as early as their late thirties and certainly into their forties. And I think the miscommunication and misunderstanding of what actually these menopausal symptoms are start because women don’t even have any idea what to expect. They haven’t been warned. This is the part of–I say this is the part of women’s lives where misogyny and ageism sort of collide.

There’s a huge stigma because, you know, we don’t talk about it, not only with our doctors so much, but we don’t talk about it amongst ourselves. And so that generational knowledge that would be passed from mother to daughter is not something that really happens on a regular basis, and when you compound that with the fact that this is a really complicated–it’s a complicated time of life. Most doctors–if you look at the fact that 20 million women in this country do not even have access to an OB/GYN, compound that with the OB/GYNs that are out here, only about 28 percent of them feel competent to discuss menopause with their patients. I mean, so you can see it’s a–it’s the perfect storm of women not getting their needs addressed at a time when it is critical to their functioning.

MS. STEAD SELLERS: Dr. Malone, this is a huge section of our life. We’re an aging population. We have extended lives after menopause. Now, are there any advantages about this third act, which is I think how you’ve referred to it? Is it a moment where women can blossom in a different way?

DR. MALONE: Absolutely. I think a lot of it just comes from the–just from the notion of redefining what this phase of life is, and I think that for most women who are entering this menopausal transition, you are usually at the peak of your career. Most of us are–if you have families or whatever it is that you’re doing in life, you are probably, you know, at the pinnacle of where you’re–where you would like to. And it would be unfortunate to have the symptoms of menopause step in and sort of derail that process, and that is where I think a lot of women have become really despondent because they are feeling these things and going to the people that they think that would–could answer these questions and not getting answers.

But I think that what we–and our job right now is to educate women, to let them know what to expect, where to go to get help, and not only that but to model behavior that to just show women that menopausal women, it’s not a time to go, you know, put on a veil and sit in the corner. We are still very vibrant women. It is a phase of life that we should fully embrace and be able to feel good enough and well enough to be able to enter that phase successfully.

MS. STEAD SELLERS: So we saw some celebrities in the beginning with their views about menopause, but actually, you know, there’s a headline that caught my eye recently. It was about a menopausal gold rush and a sort of commercialization of this period. Tell me about that. What’s going on now?

DR. MALONE: Well, isn’t it funny that somehow or the other, you know, the marketplace has just caught up to the fact that, oh, menopausal women buy things? Not only do we buy things, but we’re usually the gatekeepers for just about everything in our household. And so needless to say, now that women are sort of stepping up and demanding answers for these, well, when you demand answers, you are going to get some. Some may be good; some not so good.

And I think that our job is really to make sure that women get the information that they need, be aware of the fact that there are going to be a lot of people out there that are going to sell you everything from anti-aging vitamins and supplements and retreats. You know, and I think that this is a process that whatever works for you works for you.

My concern is that I want women to be able to make informed decisions based on science, not on marketing, that will help them get through this phase, and whatever that needs to be–you know, I try to be the science person to explain to people that, you know, here is the science. You can make the decision about what you would like to do, hormones, no hormones. At a baseline, the lifestyle and prevention issues that women have to take into account are vital, and that is, you know, regular exercise, getting enough sleep, cutting down on alcohol, treating blood pressure, treating, you know, sleeplessness. All of these things are important because whether or not you make this transition to menopause successfully and healthfully is really going to depend on how you enter it. So the healthier you are, the better you’re going to get through this process.

But that being said, there are going to be women who, despite this, are going to say, “I’m doing everything I can possibly do, and I’m still miserable,” and you need to know that there are solutions that are out there.

MS. STEAD SELLERS: Dr. Malone, you refer to yourself as the science person. It’s so important, and I’m wondering if there is some synergy here, if this sort of heightened awareness of menopause, be it commercialized or not, has actually brought more people into your office to ask questions about how to manage this period.

DR. MALONE: Absolutely. You know, I have been doing this–when I tell you I’ve been in practice for–I had been in practice for twenty-eight and a half years when I left my private practice to–well, you know, I thought I was going to retire, but I found another calling. And that is this menopause education piece of it, and I joined a startup called Alloy Women’s Health and basically to do what I had been doing in my office, but at a broader–to appeal to a broader group of women, because you understand that there’s only so much that the medical profession can do in terms of the counseling for menopause.

And let’s be real. Doctors–we are facing a real and severe doctor shortage that is going to get worse within the next 10 years, and what we are–what doctors are asked to do–and particularly OB/GYNs–you’re not only–you’re a primary care doctor, you are a surgeon, you are–you are an obstetrician. So there is a lot that’s really calling upon your time, and menopause a complicated process, and conversation, that must take place over years. It is a preemptive conversation. It is a conversation that you–that needs to go on while a patient is undergoing menopause and also what to do in those years post-menopause.

So I say it is an ongoing conversation. It’s not a one-off, because I think that when women get to this phase of life, what they tend to do is that when you think about the fact that there can be over 34 symptoms of menopause–hot flashes, mood swings, sleeplessness, dry eyes, dry vagina, sex–you know, decrease in sex drive, and the ability to have sex even–these are things–and of course, weight gain, which is always high on women’s lists of things that they’re concerned about, but all of these things lead to something that’s much bigger. And I think that the part that we’ve really got to address is that when women get to menopause and they have–before menopause, they have half the risk of cardiovascular disease that men do. After menopause, women’s risk of cardiovascular disease catches up with that, again, within 10 years. Women have an increased risk of osteoporosis, and again, as we talked about, all the sexual dysfunction issues that come up, they are long‑term big items that women have got to address.

And, you know–and so you can’t have one conversation about menopause and say, okay, well, we’re done with that. No. It is a conversation that must be dealt with on a basis, and it needs to be done by someone who is really interested in the topic because it goes on for years.

MS. STEAD SELLERS: Given that, what are the two most common questions you hear from women when they come in and start addressing menopause with you?

DR. MALONE: You know it’s funny. There are–the big questions are–again, the hot flashes are important because hot flashes are disruptive for a lot of reasons. It’s not just the fact that the hot flashes are uncomfortable. It’s the fact that the hot flashes are uncomfortable. They’re embarrassing. There’s sweat that comes, you know, the sweating that comes with it, and it’s–it disrupts sleep. And women are also very–they’re concerned about the weight gain that starts to happen at menopause, and it’s a particular type of weight gain. It’s not just the fact that I’ve gained 10 pounds and where–is where that 10 pounds goes, and it tends to settle in around the middle. And all of these things are due to the fact that our estrogen levels have started to decrease. They fluctuate during the menopausal transition, and then once you get menopause, they are plummeted. And they will stay low unless and until you address the–them with menopause or start with menopausal hormone therapy or other treatment options.

MS. STEAD SELLERS: So do tell me a little bit more about hormone replacement therapy. I’m a health writer. I’ve seen it before, you know, something that was advocated and then there was a pullback. Where do we stand now? Do you advocate it? What are its benefits?

DR. MALONE: Absolutely. And I’ll tell you, this study that was done in 1993, the Women’s Health Initiative, I think was the undoing of everything, because let’s be clear. Hormone therapy is not new. It’s been around since the ’60s, and just from observational data of women who took hormones, we found that there were certain things that came up. Women had–women who were on hormone replacement therapy had a lower risk of heart disease than women who weren’t on therapy. They felt better. They generally had–their moods were improved. Hot flashes were improved and sexual function. These were things that were known going into the Women’s Health Initiative.

The undoing was the stopping of the study early. After five years in a study that was supposed to go for eight and a half years, they stopped because they said, “Whoa. We are not seeing that supposed decrease in the risk of heart disease that we thought we were going to see, and not only that, but we’re also seeing a slight increase in risk of breast cancer.” And when you say breast cancer and no benefit, I mean, the number of prescriptions for hormone replacement therapy plummeted almost overnight. And I was in practice when that happened, so yes. But with subsequent analysis of that data, we found out that that’s really not true. The population that they studied in the Women’s Health Initiative was really–the hormones were given to older women. The average age of women entering the study was 63. You could be 79 and still be in the study. They had very few women who were typical of who we had been prescribing hormones for, and that’s where we went off the rails with this, because when you said those two things, no–the benefits were outweighed by the harm of using hormone replacement therapy, then it almost–what should I say?–it almost chilled future research into hormone therapy in women. And that is a very, very unfortunate result, and even though a lot of that has been walked back over the subsequent 20 years, it never made it–it never made it to the headlines. It’s a funny thing. You know, you get indicted; you’re on the front page. You get acquitted; you’re on page 20. So that’s sort of what happened with the hormone therapy issue.

But it is quite effective for women that can use hormones, and I think that we have got to demystify that process. We’ve got to take away the fear. I welcome alternatives, because there are women who cannot and should not take hormones, but they are the minority of the women who are symptomatic during menopause. And that’s the message that I really want to get across is that this is something that you not–don’t have to take as a leap of faith. There is actually science behind it. I think there should be more studies that are done with women on menopausal hormone therapy, because remember, it’s not one thing. Estrogen is–estrogen affects many systems in your body, including your brain, your bowel, your skin, your hair, not just your reproductive organs–and osteoporosis as well.

So we are starting now to get some of the information out there to women to say, hey, these are the benefits of hormones. The North American Menopause Society, which is the–sort of the conglomeration of the OB/GYNs and people who really study this and are interested in menopause after women–menopausal treatments after women–and not just hormones, but everything–they have come out with a position statement that says for women between the age–who start hormones between the ages of 50 and 59 and who are fewer than 10 years from their last menstrual period, that the benefits far outweigh the risks. And that’s the–if there’s a message that I want women to understand, it’s don’t an effective option off the table because of fear, because of flawed information, because of bad PR about estrogen. Get educated about it.

And for those people who don’t have access, you know, there is–there are many places that you can go that will give you an even-handed approach to what to do about these menopausal symptoms.

MS. STEAD SELLERS: Dr. Malone, you mentioned this huge number of 55 million American women who are going through menopause. We’re getting a lot of response from readers, and I wanted to bring up a question that we’ve been sent. This question comes from Quynh in Maryland, and Quynh says, as we go from what feels like zero to a hundred with Goop and potentially exploitative, if unregulated, wellness products, what being done to focus on opportunities to set research agendas, develop effective treatments, and promote ways we can destigmatize and support each other? What a great question from Quynh, which really sums up many of the issues you were talking about.

DR. MALONE: I think that is exactly the point, because, you know, once you express a need, the marketplace will respond. So there will be many, many things out there that are untested, unproven, that are going to be marketed to menopausal women, and I say to that, buyer beware. There are organizations that you can go to. You can go to the North American Menopause Society website, Menopause.org. There’s very good information there on not only treatments, but options.

Bear–and just bear in mind that, you know, hormones and other wellness products, do a little research, and you don’t have to do a lot because, you know, you can just go to that and say, “Okay. Well, if you say that this works the way you say it does, where’s the data?” Just say if there’s a–is there a study, or is this someone that–this is something that’s just been cooked up in a marketing campaign? And anything that’s out there, you have to say buyer beware.

Stick with the science. I think that, you know, again, we start from a healthy lifestyle to begin with. Do that, and if you are not still happy with how you are feeling–and menopause for some women can be devastating. For some women, it’s not. So don’t treat the people that don’t have symptoms all for that. But if you do, buyer beware, and know that at least there are people out there that can get you good information.

And remember hormone therapy has been around for 60 years. So there’s not a whole lot out there that we know or don’t know about what the long-term implications are of taking hormones.

We did a–Jen Weiss-Wolf and I did an op-ed in The Washington Post about a year ago, and we’re actually calling on more research, because I think with the bad study, the misinformation that came out of the Women’s Health Initiative, I think that women are owed a do-over. You know, I think that the many questions, the big questions that we have, we know how to treat hot flashes. We know hormones work for that. But the cardiovascular issues, the cognitive, Alzheimer’s, osteoporosis, these are things that are going to require big studies, long-term studies that women need to know the answers to.

And the unfortunate thing about the Women’s Health Initiative, aside from the obvious, is that we would have had the answers to those questions by now, because even though the Women’s Health Initiative was reported out 20 years ago, the study was started 30 years ago. So imagine if we had 30 years of data and over 50,000 women who were in the hormone replacement or placebo arm of that study, what information we could have had by now. It almost–it’s heartbreaking to know that all these big questions we’re still now 20 or 30 years behind.

MS. STEAD SELLERS: Dr. Malone, in the previous segment, we talked about the Dobbs decision that overturned Roe v. Wade. We don’t generally think of that as a decision that affects women in the menopausal years, but has it changed the questions people bring in, the experience of the doctor-patient relationship, or anything else in your experience, particularly in a state like Alabama, where you’re from?

DR. MALONE: Alabama. Yes, it has, because it’s something that you tend not to think of. All right. So women who are in that perimenopausal phase, so between their late 30s late 40s, they are in a period–a relative period of decreased fertility, not no fertility. So when you look at the number of unintended pregnancies, that, you know, the highest incidents of unintended pregnancies, they happen in teens, and they happen in women in their 40s, because there’s this notion that, “Oh, well, I’m 40. I couldn’t get pregnant,” and lo and behold, you know, you find yourself in situations where that is unanticipated.

So the Dobbs decision affects everyone. It’s not just, you know, for when you think about for younger women in their reproductive years, but that decision has implications throughout our reproductive lives until you reach menopause.

MS. STEAD SELLERS: Dr. Malone, thank you so much for joining us today. It’s been a wonderful conversation with you, and I hope we’ll learn more about menopause in time to come.

DR. MALONE: I hope you will too, and thank you for having me.

MS. STEAD SELLERS: Thank you for joining us, and thank you to our viewers for joining us today on Washington Post Live. As you know, if you want to see further programming, you can go to WashingtonPostLive.com. Thanks for joining us.

Transcript: Mayor Eric Adams Delivers Address on Women’s Health and Holds In-person Q-and-A

Transcript: Mayor Eric Adams Delivers Address on Women’s Health and Holds In-person Q-and-A

January 17, 2023

Mayor Eric Adams: Good morning. Today, I stand before you to talk about what we owe the women in our lives, the women who birthed us, who raised us, who nurtured us, our sisters, our aunties, our grandmas, the women who inspired us, our teachers, our doctors, nurses, engineers, scientists, and the leaders who did so much to bring progress and change. Women like Eleanor Roosevelt, Shirley Chisholm, Francis Perkins, and Marsha P. Johnson, and the women of this city, our coworkers and colleagues, the countless hardworking women who make life in this city possible. Today, women make up 57 percent of the workforce nationally, and 49.6 percent in New York City. Over half of American women are college-educated. What do we owe the women who share our lives and our city with? Everything. But we are betraying them when it comes to their health.

For too long, health and healthcare has been centered around men. If men had periods, pap smears, and menopause, they would get a paid vacation, and if men could get pregnant, we wouldn’t see Congress trying to pass laws restricting abortion. Women are the majority of the healthcare consumers. Many suffer from preventable health conditions, yet face more constraints and discrimination than men when it comes to getting care. They are diagnosed on average four years later than men across more than 700 diseases, and sometimes must wait up to 10 years or more for the right diagnosis. Think about that for a minute. A decade for the right diagnosis. Vaginal discomfort is one of the top reasons women go to the doctor, yet they are misdiagnosed more often than they are correctly diagnosed. To be clear, that is worse than a coin flip. We would have a lot more research and care option for women’s health if we weren’t so afraid of saying the word vagina.

I saw firsthand how the health system is letting our women down. I saw it betray my mother and my sisters. Growing up, my younger sister suffered from painful menstrual cycles. She was constantly in and out of doctors’ offices trying to get care. She was in pain, but she wasn’t taken seriously. She was told it was all in her head, that she was hysterical. She was rushed through the system with no relief. One doctor even suggested sending her to get psychiatric care. And I watched as my mother was unable to get the care she needed when she was going through menopause. Overnight, her life changed. Her sleeping patterns got mixed up, which impacted her ability to do her job as a line cook. There was no understanding from her workforce, in her workplace, no understanding from her doctors. It was like no one had even heard or had been through menopause before.

Every New Yorker has a woman in their life who has struggled to get the care they need. It’s because historically, women’s health has not been prioritized, and we saw that so clearly last year when the Supreme Court overturned Roe v. Wade. The Supreme Court’s decision has endangered women’s health across the nation. It was a decision about controlling women’s bodies, their choices, and their freedom. This week would have marked 50 years of Roe v. Wade, but five men who can never conceive decided what will happen to women’s bodies in this country. And it doesn’t end there. Data from 2018 shows that the maternal mortality rate across the country for Black women is nearly three times the rate than for white women. Here in New York City, Black women are nine times more likely to die of pregnancy-related causes than white women.

It wasn’t until 1993 that women were even included in medical research when Congress passed the Revitalization Act. We know that two times more funding goes into research for male-prevalent diseases compared to female-prevalent ones. Today, only 34 percent of U.S. medical school students feel they are prepared to manage gender differences in a healthcare setting. Investments in women’s health are often centered on reproductive health and childbearing, while other health issues like chronic disease prevention, pain management, gender violence, and mental health receive limited attention. This means women are paying more for their healthcare and receiving worse product.

We have an outdated attitude towards women’s health. While we are living in the 21st century, women’s health is more than their ability to reproduce. It’s about being able to live your life on your own terms, and economic disparities are making the gender healthcare gap worse. Overall, women are still being paid 77 cents on the dollar compared to men, and it is worse for women of color, with Black women earning about 64 cents on the dollar and Latina women earning 57 cents on the dollar compared to white men. Childcare continues to disproportionately fall on women, holding back opportunities to advance their careers, and workplaces continues to be unfriendly towards women’s health. Many lack childcare, paid family leave, and menopause-friendly environments.

We also know that products marketed towards women are often more expensive than the ones marketed towards men, like shampoo or dry cleaning. While it was banned in New York State in 2020, the pink tax is costing the average woman across the nation over $1,300 a year. The rivers of racism, social and economic inequality, lack of research and innovation are all feeding into the sea of the gender health gap. The system needs to change. We must do better and we will do better. Women’s health needs some intensive care.

It’s time we made New York City the future of women’s health, and that is exactly what we are going to do. We’re going to make New York City the healthiest city for women and girls in the nation, and our city has already made significant progress. From my days as a state senator to Borough Hall, and now as mayor, I have been fighting to address the disparities in healthcare. As Brooklyn borough president, I co-drafted and sponsored a bill that required every municipal building, including here at City Hall, to have a lactation room open during public business hours. And last year, I kept my election promise to expand New York City’s doula program to 33 neighborhoods with the greatest needs across the city.

We have also expanded the New Family Home Visits initiative to 22,000 more families, giving families and mothers support from social workers, nurses, doulas, health educators, breastfeeding consultants, and mental health screenings, and while we are ensuring that our LGBTQI+ and non-binary New Yorkers are getting their care and the care they need. The New York City Health Map is helping people find LGBTQI+ care for primary care, sexual healthcare, and gender-affirming care such as blockers and hormone therapy.

And let me be clear, abortion is and always will be legal in New York City. That is why when so much of the country is denying women access to the care they need, we launched the first-in-the-nation, city-run Abortion Access Hub. The Hub connects callers in New York and across the country to license New York City abortion care providers. We are ensuring everyone can get access to reproductive healthcare no matter the color of their skin, their income bracket, their gender identity, or what state they come from.
And we have invested upstream to take on the social and economic factors that widen the gender health gap. Last year, we launched our Housing Our Neighborhoods Blueprint and our Get Stuff Built plan that gets New Yorkers into affordable housing quicker, along with our childcare blueprint to help working mothers and families. And we expanded the Earned Income Tax Credit for the first time in 20 years, putting $350 million in the pockets of hardworking New Yorkers.

We have taken action where we can, but it’s not enough. For New York City to truly be a model and lead the nation, we must go further. We know we don’t have all the answers or the solutions. This isn’t a speech where we’re releasing a whole suite of new policies. Today, we’re making a promise, and to fulfill that promise, we’re going to turn to the experts who do have all the answers. First, we’re going to focus on data and research. We’re going to systematically track the progress of women’s health in New York City. We’re going to track rates of cancer, mental health conditions, and heart disease, as well as life expectancy. This data will inform our work moving forward, but women’s health cannot change unless women are part of the conversation.
So this March, I will convene a summit of leaders from all sectors: research, public health, healthcare, business, tech, the LGBTQI+ community, and others to build a comprehensive women’s health program and agenda. We’re going to hear from those directly impacted by the current system. The summit will focus on all aspects of women’s health, from research and data collection, to programming around chronic disease prevention, reproductive health, and mental health, and in the months after, we will release our ambitious women’s health agenda. We are also going to look at ways we can make our city workplaces more women’s health-friendly. We will convene a community and a committee to build on existing work that has led to increased access to lactation rooms and provided paid leave for cancer screenings.

And we are going to change the stigma around menopause in this city. Historically, there’s been taboo to talk about this issue. Not anymore. We’re going to look at how we can create more menopause-friendly workplaces from our city workers through improving policies and our buildings, and we will set an example for the rest of the state and the nation. We’re going to promote access to health services focused on those going through all stages of menopause. New York City has always been a beacon of leadership in this nation, and we’re going to continue to lead.

Tomorrow, we will begin rolling out medication abortion at our city Sexual Health Clinics. We’re already providing medication abortion at 11 public hospitals city-wide, and we are expanding the program to reach more New Yorkers. The first expansion would take place in the Bronx and would expand to Queens, Harlem, and Brooklyn by the end of the year. No other city in the nation or in the world has a public health department that is providing medication abortion. We are the first.

And this summer, we are going to launch a provider education campaign on maternal health with a focus on hypertension and diabetes. This campaign will entail direct outreach to providers in Manhattan, Brooklyn, and the Bronx. It will target neighborhoods that experience health and other social-economic disparities. On top of this, we are going to launch a family-based substance use disorder program that will support those who are pregnant and parenting while struggling with addiction. And finally, we are going to launch our sex education task force to help educate our young New Yorkers about their bodies and break taboos from an earlier age.

New York City has been shaped by the tireless work of generations of women, and today, across all five boroughs, women are writing the story of our future. Shirley Chisholm once said that you don’t make progress by standing on the sidelines. You make progress by implementing ideas. We have been standing on the sidelines of women’s health for too long. We’re going to build a city that is here for all women and girls. A city where working mothers don’t have to choose between a paycheck or nursing their newborn child. A city where workplaces allow for flexibility, paid family leave, and are women’s health-friendly. A city that remains a safe haven and a place where a woman’s right to choose is protected. A city where women can get a diagnosis today, not in a decade. A city where Black and Latino women will no longer suffer from the inequities that denied them access and care. A city where our LGBTQI+ New Yorkers can get the healthcare they need.
We must make sure that the women who have so often taken care of us are getting taken care of when they need it most. And there’s no better place to start that than New York, the birthplace of feminism and the beacon of freedom for all.

(…)

Deputy Mayor Anne Williams-Isom, Health and Human Services: Good morning everyone. My name is Anne Williams-Isom. I’m the deputy mayor for health and human services. And the mayor doesn’t know this, but this is a very special speech for me and a very special week for me. My oldest daughter is getting married on Saturday.

It’s been very interesting all of the emotions that I’ve been having. So while we go to pick up the wedding dress this afternoon, I can’t help but think about my ancestors and all of the women in my life, my mom, my 92-year-old mom who I would’ve wanted to be here today, but we’re trying to keep her safe to get to Saturday. And all of my grandmother and all of the women that have brought us to this moment. Today we’re talking about women’s health and I think I’ve told this story before, but my grandmother died in childbirth with my mom. So when we talk about in New York City in 2023 that’s still nine times it’s more likely for an African American woman, is nine times more likely to die from a pregnancy-related complications, it’s personal to me. When I think about my own personal history with my body, I think about that soon to be married woman who I had bad postpartum with, and y’all know nobody likes to see a pregnant woman or a woman with a baby that’s not happy.

So no one wanted to listen to me. If it wasn’t for my mom who’s a midwife and a nurse and was with me, I don’t know how we’d made it through. I had trouble breastfeeding Ayana too, and everyone looked and acted like it was my fault that I had trouble breastfeeding. I had a miscarriage after Ayana. No one really wanted me to talk about it because what’s the big deal? You already had a baby. Fast forward, I had the news a couple of years ago in 2018 that no one wants to hear. I had cancer and I had breast cancer. And the way that the nurse and the doctor told me was kind of horrendous. And if it wasn’t for my husband being there so he could kind of stabilize me, it would’ve been a horrible situation. When I realized that I had to have a partial mastectomy, I was like, what?

I just thought I had cancer and maybe I’d get radiation, but I realized that I was going to have a partial mastectomy. My friends acted really strange. They acted like I was going to change because I was going to lose a breast. I didn’t realize that it was my breast. I thought I was pretty fine already, and so I thought I’d be fine already afterwards, but I realized that what they were saying was how the world would look at me would be different if I had a partial mastectomy. Fast forward to the wonderful and joyous challenges of perimenopause, menopause, and postmenopause and trying to lose these extra five pounds for this wedding gets more complicated when you’re 58 years old. But what I want to say is that all of that is important. All of us, all these women that are going to speak today, I can imagine have similar stories, similar places where they didn’t feel seen, where they didn’t know if somebody would listen to them and are.

That’s why it’s so important for us to have this conversation today. But let me say this, people are going to write a lot of things about this administration. People are going to write a lot of books about this second African American man and mayor and this 110th mayor, but what I want to say is that I am so happy that I’m going to show up in this chapter about women’s health. And to have this mayor who came to us to said I think we should talk about vaginas more. I was like, what do you want to do? What now? He never ceases to amaze me. I am so proud to be a part of this administration. I’m so proud to work for him, and I’m so proud to have a man and a mayor who sees us for who we are, and I’m so proud to live in a city where my daughters will have the future that they need and that my granddaughters, maybe — I’m not saying that my daughter has to have the baby, she could do whatever she wants — I’m just saying if in the next couple of years I happen to be somebody’s grandmother, a great grandmother, I want the world to be a better place.

With that, thank you mayor for all your leadership. And now let’s bring up some of the strong and can I say badass women that are here with us this morning. I’ll start by having Dr. Machelle Allen come up. She’s the senior vice president and chief medical officer at the New York City Health + Hospitals. We want to talk to you a little bit about our whys, why we do this work and why this work is important to us. Dr. Allen?

Dr. Machelle Allen, Chief Medical Officer, NYC Health + Hospitals: Thank you, deputy mayor, and I must say I’m equally proud to be part of this day calling attention to the needs of women that have been ignored for so long. In terms of why I do what I do, as you heard, I’m the chief medical officer of New York City Health + Hospitals Corporation, but I’m also an obstetrician and gynecologist. And in choosing OB/GYN as my career path, it was important that I marry my love for medicine with a political commitment so that I could answer the question to myself, why was I in medicine in the first place? That personal commitment would need to sustain me beyond any personal achievement or gratification. And that personal commitment was and still is to provide, as deputy mayor said, all of us, provide all of us women the personal, informed, compassionate, and excellent care, which I could not find myself as a consumer of women’s health. Thank you.

Deputy Mayor Williams-Isom: Thank you, Dr. Allen. Now I would like to bring up Dr. Wendy Wilcox. She is the chief women’s health officer at New York City Health + Hospitals. Dr. Wilcox.

Dr. Wendy Wilcox, Chief Women’s Health Officer, NYC Health + Hospitals: Thank you, deputy mayor, and thank you Mayor Adams for this really momentous occasion. I’m really proud to be a part of this event. My name is Dr. Wendy Clark Wilcox, and I’m going to say my maiden name because without my hardworking and dedicated parents, I never would’ve been able to become a physician. Why did I choose to become an obstetrician gynecologist? Well, I went through my medical school rotations and I had the privilege to be included in the birth of a young family’s child. And after that experience, I’m so sorry, but there was no going back. I knew what I was going to be, and that is why I stand before you today as a board certified obstetrician gynecologist and chief women’s health officer for New York City Health + Hospitals.

When I was having my own children who are now grown, I knew a little too much. I was so excited, but I also know that things could go wrong, especially for people who look like me. And so thankfully everything went well and we were all healthy. But really after that experience, I realized that it would become my life’s work to work to change the trajectory, to work on health disparities, not just for women and girls, LGBTQ and non-binary people, but for all people. We have to change the paradigm and dynamic. And so I am proud to stand here with Deputy Mayor Isom and Mayor Adams as we work on this important work to improve health equity and healthcare for all people. Thank you.

Deputy Mayor Williams-Isom: Thank you, Dr. Wilcox. Next, I would like to bring from the Department of Health and Mental Hygiene, Assistant Commissioner Dr. Zahirah McNatt. Did I get that right, Dr. Z? Ooh, I did it right.

Dr. Zahirah McNatt, Assistant Commissioner, Bureau of Brooklyn Neighborhood Health, Department of Health and Mental Hygiene: Hello. Great to see everyone. Thank you all so much for being here. Thank you to the mayor and to the deputy mayor, and to my colleagues. My name is Zahirah McNatt. I’m the assistant commissioner for what’s called the Bureau of Brooklyn Neighborhood Health in the New York City Department of Health and Mental Hygiene, where we focus deeply on disinvested neighborhoods across the city.

I am originally from the 1980s version of the Lower East Side. And my earliest experiences… I like that you love that. Yes. My earliest experiences or positive exposures to health and wellness were wrapped up in the power of community. We were centering our own courage, quite frankly, and our own ability to solve problems in the absence of supportive systems. My earliest negative experiences in the same neighborhood were a result of discrimination and failed systems, health clinics that lacked resources, unsafe play areas, outdated textbooks, high levels of substance use, and homelessness right alongside vacant buildings. This lived experience called me like many to seek justice in public health, and I’m glad that the mayor is centering investment in women’s health specifically today. Because so much of what we get wrong limits the possibilities for women and girls and results in intergenerational harm. We have unlimited opportunities ahead of us to get this right, and I look forward to collaborating with the mayor, our city agencies, our powerful community-based organizations and others to improve the health of women in the City of New York. I thank you so much for your time today.

Deputy Mayor Williams-Isom: Thank you, Dr. Z. Also from the Health Department, let me now bring up Dr. Leslie Hayes, who’s a deputy commissioner for child and family health.

Dr. Leslie Hayes, Deputy Commissioner, Child and Family Health, Department of Health and Mental Hygiene: Good morning everyone. Good morning. It’s great to see all of you and it’s great to be here with you as well. As you heard, I am Dr. Leslie Hayes, the deputy commissioner for the New York City Department of Mental Health and Hygiene’s Division of Family and Child Health, known as FCH. I am an adolescent medicine specialist by training, and I joined the Health Department in mid-October of 2022. So I am, as they say, brand spanking new. Why do I do what I do? Growing up in Harlem, my mentor was my pediatrician. He was an African American male who was a public health advocate as well as a social justice advocate, and I wanted to be just like him. He went on to government after serving 30 years in private practice in Harlem to work with the Johnson administration around areas of lead poisoning and infant mortality.
And as I said, I wanted to be just like him. I went on to do my residency training at Children’s Hospital in Washington, D.C. And lo and behold, not knowing he was on the board, he came downstairs. He greeted my parents and myself, and he talked about how proud he was that his peanut — and I’m not sure why he called me peanut because I was not premature or anything of that nature — had did exactly what I said I was going to do. So I joined the Health Department, as I mentioned, in October of 2022, because I wanted to be a member of a team that focuses on reducing health disparities and advancing equity on a wider scale than what I could do as a solo practitioner. I come from primary care where I was seeing patients primarily in outpatient settings and doing work in a way to help reduce disparities, but not at the level that it happens at the health department. So from things like the new family home visits, which set families up for success at the beginning of their life, to the Abortion Access Hub, which connects callers in New York City and other states to medical services, FCH and the Department of Health have programs like this that are improving the health and the lives of families, children, and women. And that’s what I want to be a part of, and that’s why I do what I do. So I thank Mayor Adams and his administration for this opportunity to serve and work on the women’s health agenda that is going forth. Thank you.

Deputy Mayor Williams-Isom: And speaking of brand spanking new, I just want to give Cesar a shout out. His mom Annalise works at H + H. We were on a Zoom the other day and we were like, is that a baby in the background? Bring that baby out to us. So thank you for joining us. Next I’d like to take a moment to have Priyanka Jain, co-founder and CEO of Evvy, come and say a couple of words for us. Priyanka.

Priyanka Jain, Co-Founder and CEO, Evvy: Hello everyone. I’m Priyanka Jain, the co-founder and CEO of Evvy. A startup based here in New York, focused on closing the gender health gap, starting with vaginal health. I started Evvy after a lot of my own journeys of going to too many doctor’s appointments, being told that maybe I should drink more water, maybe I was too stressed, maybe I needed to sleep more. And as I dug into the research, I found out the crazy stat that Mayor Adams shared with us earlier, that women weren’t required to be in clinical research in the U.S. until 1993. And that is when I quit my job and decided to start Evvy. As we heard from Mayor Adams earlier, the status quo in women’s healthcare is unacceptable. And it’s clear that real change will require all of us, as we see here today, across policymakers, doctors, researchers, institutions, patients, and innovators if we really want to pave away towards a new and better future.
Days like today remind me of how grateful I am to be building Evvy in New York City. Not only is it the hub of the world’s leaders in research and medicine, but it has become the undeniable hub of my startup peers innovating in the women’s health space. We are so incredibly excited and grateful to be partnering with the city leadership that can make New York City truly the model city for women’s healthcare everywhere. And now with the city leadership finally committed to truly improving access and outcomes, we will finally have the opportunity to build a future of women’s healthcare that we all deserve. Thank you.

Deputy Mayor Williams-Isom: Thanks Priyanka. And also thank you to all of our allies and folks and women, strong women that are here with us today. Give yourselves a round of applause. And speaking of allies, I’d like to turn this over now to Mayor Adams, who we also call one of the men who get it. Mayor Adams.

Mayor Adams: Thank you. Thanks all of you. And I don’t know if I see Antonio Reynoso, who, if he’s not here, the Brooklyn borough president who has committed all of his capital dollars to maternal health and he’s building out hospitals. So we had a very unique place and a clear place to deal with these issues. I’m really proud of this moment. This is one of the items on my list that I checked off for the commitment with my mom who went through some serious healthcare crisis and did not get support, and my two sisters and the women who really played a vital role. And I remember even conversations that Tracy shared about her encounters going to the doctors. So there is just this hidden secret that women have suffered silently and they really felt that no one heard them, but I did.

And it was part of my entries in my journals that when we get here, we were going to tackle this head on. And I just really believed that at the heart of this conversation is our failure to just want to engage in the conversation. Being… The woman body is just taboo. No one wants to talk about it. I think that moms tell their daughters not to talk about it. We keep it a secret. I’ll never forget when I was talking about a menopause-friendly environment in Brooklyn Borough Hall, and all the women came to me and said, please don’t mention that. Don’t talk about it. I mean, we can talk about erectile dysfunction by not clitoris stimulation. Something is wrong. Something is just wrong. And we just have to stop doing that.

And if we just start having a conversation, the beauty of the physical anatomy of a woman and how it should be talked about, shared and discussed, and we should not just treat it the way that we’ve treated it for years. So we are going to lean into that. I’m just hoping so much that as we did our speech and as we talked about this, that people had to spit out their coffee, that they had to squirm in a chair, that they had to feel uncomfortable because discomfort will bring comfort for the woman who has had discomfort throughout their lives. So we’ll open up to a few questions.

Question: Hi, Mr. Mayor.

Mayor Adams: How are you?

Question: Good. First question to you. Can you speak a little bit about the details regarding the medication abortion expansion? How many clinics will that go to and who will be able to access?

Mayor Adams: One of our teams… Dr. Vasan, is one of our… Okay, there you go.

Dr. Hayes: So thank you for that question. The medication abortion clinics are going to start tomorrow, will be the opening of the first one at the Marosena site in the Bronx. And then others will be rolled out after that. Jamaica Hospital, Central Harlem, and then I believe Fort Greene. Thank you.

Question: And so that will be four to five clinics to start with?

Dr. Hayes: Yes.

Question: I mean, by the end of the year, what will the total be? And then how will somebody coming in that wants that medication, abortion pill be able to access it?

Dr. Hayes: So they are scheduled appointments, but we do take walk-ins. As far as rolling it out, they’re going to be rolled out throughout the year in those clinics that I just mentioned. And you can come in between Monday through Friday. They’re open. The clinics open at 8 and they have a session from 8 to noon and I guess another one until 5 p.m. And they will be assessed by a physician and then move to be given their medication. And I think that…

Dr. Wilcox: I’m sorry.

Dr. Hayes: Go ahead.

Dr. Wilcox: Yeah, so New York City Health + Hospitals, we’re already doing medication abortions at all of our outpatient facilities that are in our hospitals. And we offer the full range of abortion services, surgical as well as medical. Thank you.

Question: Just a follow-up, how many clinics in total will be offering medication abortion access by the end of the year?

Dr. Wilcox: We have 11 New York City Health + Hospitals. And you have four.

Question: The expansion. Oh, so it’s 11 already, expanding to four sites…

Dr. Wilcox: The ones in the Bronx, and then the other three will roll out over the next year.

Question: Can you tell us just anecdotally what the demand for abortion pills has been?

Dr. Wilcox: Within Health + Hospitals, there has been a significant demand. And certainly offering the full range of services we would offer patients… You have an option to have a surgical abortion after five weeks, but certainly a medical abortion, it can go up to 11. And so within that range, a patient has many options of what they would like to do. And we certainly talk to patients and find out what their preferences are.

Question: Yes. And to follow up, what is the care for the medical abortion? Is it outpatient, is it overnight? And is this open only to New York City residents or anybody?

Dr. Wilcox: So the care is actually pretty easy. There’s no hospital stay required. We certainly give patients the full range of instructions of what to look out for and certainly concerning signs or symptoms that they should access an emergency room location. I’m sorry, what was your second question? I don’t remember.

Question: If it was open to anybody or New York City residents only?

Commissioner Ashwin Vasan, Department of Health and Mental Hygiene: I can answer. I know that I’m lacking a chromosome, which is why I was at the top of the stairs. So I’ll just be cognizant as I answer this question Well, so Dr. Wilcox is right. Our public hospital system, which runs on Reimbursable Healthcare, has been offering medication abortion. Our sexual health clinics and our DOH clinics, which are free at the point of care without billing at this stage, are opening up the first fully city funded clinics in this regard in the country. So this is city dollars going to this specific purpose. And we’re the first in the nation to do that. When they’re all up and running, these four sites can deliver up to 10,000 medication abortions a year. And that’s on top of what our public hospital system already does.
And why did we do this? Because it’s clear that, as Dr. Wilcox said, medication abortion has been offered through our reimbursable healthcare system for some time for years. But there are barriers to entry with that system, right? There are barriers to entry. Even if we say we will provide care free of charge regardless of ability to pay, we see that there are social, cultural and non-economic, if not economic barriers to care, which is the crucial role that our city Health Department public clinics play in filling those gaps for the most marginalized.

Question: Would New York City residents only be eligible, or is this open to…

Commissioner Vasan: This is open to anyone, much like our Abortion Access Hub. So our Abortion Access Hub was the first hub in the nation to connect people seeking abortion care from any one of our 50 states to care support, logistical support, social support, housing, transportation here in New York City, which is a consortium of city services, city supported sites, as well as our network of incredible nonprofit providers like Planned Parenthood and so many others that currently provide the bulk of abortion care in New York City.

Question: Assuming there’ll be an influx of people coming for this care, where do they go? Where do they stay? And who pays for that?

Commissioner Vasan: Well, this is part of what the Abortion Access Hub is all about. It’s about arranging those specific needs in a very person-centered way. So there are people who may come to our city who have family members who have support. There are those that may require that kind of support. The City Council has wonderfully, and I see that Council Member Schulman and Menin are here. The City Council has set up an abortion access fund locally to support people who need social and economic support. Our nonprofit providers have that support as well. And the city is also supplementing that.

Question: I have, I guess it’s a two part question. A few years ago there was a Council bill, I just see Chancellor Banks, that provided free pads and tampons in city schools. I wanted to know if that is still happening, and would it be expanded to other buildings? Because I haven’t seen it in city schools. And that was one way, I guess, to make city buildings more friendly to women.

Commissioner Vasan: I’ll defer that to my colleagues in education. Do you want to… We can get that answer.

Question: I mean, I don’t know if the mayor supports expanding, and it’s putting them back into schools if it doesn’t, and then also maybe expanding it to other buildings.

Mayor Adams: Yes. So let’s find out exactly, specifically what you’re talking about. And then when it comes down to expansion in this area, this is what we want to do and this is the purpose of this. And so Chancellor Banks will get the answer to that question for you.

Question: A little bit more on the abortion pill. This has been around for so long now. What have been some of the roadblocks in supplying this to city clinics? It’s my impression that this was already happening. I think for a lot of women, they probably assume that this was already available.

Commissioner Vasan: Well, I think this gets down to some of the core aspects of how healthcare is funded in our country, and how we set up barriers, even unintentionally, to accessing care, that make it hard, especially for women and people seeking abortion care in an environment where that kind of care is extremely stigmatized and discriminated against. Even here in New York City, culturally we are a safe haven, we have set that out, but there are still these barriers to care, especially for the most marginalized.

And what we’re saying today as a city government is that we are centering this issue and we’re going to tear down whatever remaining barriers there are. We’re going to build upon the access to care that we have in our public hospital system. We’re going to supplant that with our public clinics, our truly public clinics that are walk-up, all-access. We never take a single question about your insurance or your status. And that has played and has historically played a really important role in this city in providing care and sexual health services to people who often are pushed through the cracks of our reimbursable healthcare system.

Question: I’m sorry. Would you be prioritizing the money to this in order to get this done?

Commissioner Vasan: No. As soon as the Dobbs decision came down, this mayor and this administration and OMB came together and said, “What are we going to do to set this city out as a leader in this nation?” So this is new investment, new resources, combined with funding that we already have.

Question: Yeah. You said this medication abortion expansion will be fully city funded. So what’s the annual operating cost of that? And then I also have a question for the mayor.

Commissioner Vasan: We can certainly get back to you with a budget number.

Question: And then what specific policy is related to women’s health, or even a call on the governor to include in the upcoming state budget given that the state oversees most healthcare organizations?

Mayor Adams: The governor has been a real partner on this issue, as you heard at her State of the State. She talked about the issues, particularly around mental health. And what we are going to really lean into is how are we dealing with the mental health aspect of having a child, mental health aspect of even postpartum as we’ve learned so much about, even my days at Borough Hall.

And also something that’s often ignored. Those mothers who are dealing with substance abuse issues. And that’s where we are going to really speak with the governor on these issues and these areas of concern. But we also want to build on what we’re doing already. What we’re doing with our doulas. This administration, in the previous years, as I announced in our speech, we’ve done so much in this area. Now we’re taking it to the next level, the summit that we are going to hold with a host of people who have been working in this area to come up with a real solid agenda. And the governor, again, has been an amazing partner in this area, and I think she’s going to continue to do so.

Question: I just wanted to get a firmer sense of the timeline. So do you have a date for the summit in March, and when will the subsequent suite of policies be presented, and will they be proposed in time to be included in the state budget (inaudible)?

Mayor Adams: There’s some things we can do right now for the state budget, and there’s other things we are going to learn after bringing all the experts in the room all across the country. We’re looking for everyone to be engaged. And there’s going to be a list of policies that we are going to roll out after getting folks in the room. We did not want to dictate this time to really hear from those private nonprofits, medical experts, we’ve been talking about this for years, we want to get everyone together to resolve that.

And then we’re going to produce a document based on what happens at the summit. This summit is during Women’s History Month. We are making this announcement now to really set the course and really open this up to the entire country, if not the globe, to say, we want to bring your experts here to the city so we can finally move forward on this important agenda

Question: Mr. Mayor, you mentioned something about menopause accommodations for city workers. I was wondering if you can give us some examples of what kind of policies you’re thinking about rolling out.

Mayor Adams: Menopause is something that we’ve ignored for so many years. It’s about your work schedule, your sleep patterns change, everything from why you need that air conditioner on right now, because your body temperatures are changing. There’s just so much that goes into it. And the way to better address it is for us to properly study it. And the way we properly study it is to properly acknowledge menopause is real, and so many people are dismissive of it.

And so what we need to do in the area of policies is going to come based on putting it front and center on exactly of what are the different dynamics of it and what do we do to adjust, how do we operate in our city for women who are going through menopause, who have gone through menopause. Okay. All right. We’re going to do a few off-topics. Thanks everyone. Thank you.

Question: Mr. Mayor, I have two questions having to do with the migrant situation. The first question is this. Given the fact that you have said no more room at the inn, would you consider either suspending or stopping New York City being a sanctuary city until such time as you can cope with the problem, so that would keep people from coming?

Mayor Adams: No, that’s not on the agenda at all. And I think of, as we celebrated the birth of Jesus, he was faced with a no more room, but there was a place that was found. And that’s what we are doing. We have no more room, but we are still finding spaces and accommodating. And we are going to continue to do that. That is our law, that is our obligation. And that is what’s morally right. We are going to do that.

But what we are not going to do is to fail to acknowledge the burden this is having on New Yorkers and the burden this is having on our city. It is unfair. And we are going to continue to make sure that we don’t have families that are sleeping in the street, because we did not do the best we can to accommodate them.

Question: My second question is this. Have you thought about the fact of talking to the governor and mayors and former government that exist in the state about how some of the people that come here, move to those localities, those cities upstate, or even in the suburbs, to build spaces for them?

Mayor Adams: Yes. And it is called decompression strategy. It is, how do you not overburden one city? How do you spread out this obligation, this national obligation that we have? El Paso is a beautiful city. Visually, it’s a beautiful place. The city was overrun. It was unbelievable how we undermined the foundation of that city as they’re grappling like many of us are with real problems.

And so there must be a national czar. I think it should be done through FEMA. We should treat this the same way we treat any major disaster or major crisis. That should be coordinating with the Border Patrol, coordinating with our cities, our states, to make sure that we as a country absorb this national issue. And that’s what I learned when I was on the ground there. The lack of coordination is really causing this to be hit by certain cities.
Marcia, go ahead. I’m sorry.

Question: Could you send people who are already here who are overburdening our hotels and stuff to places upstate, where they might be able to find jobs and families to support them and things like that?

Mayor Adams: Yeah, I actually think it’s a win-win. And that’s my conversation I have been having with my state leaders. I think it’s a win-win. We have many municipalities throughout the entire state that are suffering in population, that are dealing with the need of employees. And that is why it’s imperative that the federal government allow people to work. When you think about it, it’s unimaginable, we are saying to New York City that the people who come here fleeing persecution in another country that for six months they cannot be employed. That doesn’t make common sense.

And so I believe if we give the work opportunities, you are going to see a lot of municipalities who are suffering to have workers will allow and have a real partnership to allow people to come to their municipalities. And those are the conversations that we are having.

Question: Following up on that, as far as the jobs, is the government ready to provide them with permits to have a job for one year until they can get their asylum in the process? And then number two, the $800 million of the federal government was supposed to give to municipalities, have New York City applied for that?

Mayor Adams: Yeah. First let’s deal with number one. We don’t have the authority to allow them to work. The federal government must do that. And there’s been a universal cry from all of the cities that have been impacted. We have been stating, let’s treat this and give the ability to people to be employed. That’s crucial. And that’s the foundation of why people pursue the American dream so they can work hard and contribute back to the company and pay taxes. So when it comes down to, is the federal government going to do that? I don’t have the answer. I’m going to continue to lift my voice and ask them to do so.

The second part of your question?

Question: (Inaudible.)

Mayor Adams: Yeah, $800 million. I had a conversation with Senator Schumer. We cannot thank Senator Schumer enough, and Congressman Jeffries, for the advocacy to get the dollars in. We don’t know what dollar amount is going to come to New York yet. We’re waiting to find out. But let’s be clear, even with the infusion of money, it’s not going to solve the problem. We must address the problem and have proper coordination, collaboration, and communication, so that we could address this crisis that our country is facing right now.

Question: Yeah. Mr. Mayor, have you or the governor had a conversation, given any thought to using a large venue, an arena or a stadium or something like that to house migrants and have all these social services there that can just have them all in one place and get served?
Mayor Adams: Yes. I believe in that concept of putting people in the setting and have all those services, the wraparound services, that are needed. And we have been attempting to identify locations that we can do so. The federal government has land here. We need that land open. We have been in conversation with the state to look at some of the state locations, and the Governor has fully understood the urgency of the moment, and there’s a real collaboration that we are attempting to do to get spaces to do just that.

Question: Mr. Mayor, so what is the status of your emergency mutual aid request to the governor (inaudible)? And then also, you said last week that the new estimation was $2 billion dollars for this crisis, how did you get to that (inaudible)?

Mayor Adams: Yes. First, we are collaborating with her administration, her chief of staff, her team. We need spaces now. We need locations now. A week and a half ago, in one week we got 3,000 people. In one day we got over 800. Just think about those numbers for a moment. We are asking for the entire state to treat this as an emergency, and the governor understands that clearly. And we believe that our continuing dialogue and our continued coordination is going to help us address this issue that we are facing. And the dollar amounts that are needed is going to come from both the federal government and we want assistance from the state government to deal with the issues that are important.

Question: (Inaudible.)

Mayor Adams: If we continue to look at the progress and if the borders, if the Title 42, of all of this that’s going to happen in the Supreme Court. My guesstimate, based on what we are experiencing and if those numbers continue to increase, I think it can go anywhere up to $2 billion. We believe projectively it’s going to be about $1 billion, but if we continue and if we continue to grow, if you see another 40,000 people come here, those numbers are going to continue to increase. That’s the severity that I believe we’re facing.

Question: Mr. Mayor, I wanted to ask you about an article that was published in the New Yorker over the weekend about your relationship with Bishop Whitehead. I want to get just in general reaction to the article. And then specifically it seemed to have raised the possibility that federal prosecutors have either interviewed people in City Hall and subpoenas. It didn’t outright say that, but it definitely left the room for that question. So I’d like to just clarify that story.

Mayor Adams: First, I don’t even read those articles. There must have been 20 profiles of Erics with a lot of innuendos, a lot of innuendos, and I just can’t… I’ve made it clear that the federal government is doing the investigation. I’m a former law enforcement person. I don’t interfere with investigations. This administration has not been subpoenaed. We have not received a subpoena. I have not personally received a subpoena. No one on staff has.

And so as I stated a week and a half ago, I’m not going to interfere with any type of investigation or review at all. I said that to folks, and I’m not going to go back on that. All of this is going to play itself out in the judicial system and let it do so. And the innuendos that are in some of these articles are just really ridiculous. Going back to when, “Eric, when you were in Bayside High School, did you steal a donut. Let’s do the investigation.”

This has been regurgitated the same. Everybody’s taking turns writing the same articles over and over and over again. And all of these innuendo that are in these articles, it reaches a point you have to ask yourself, what is the real purpose here? Is the real purpose to just create these innuendos of, “Eric, there’s something wrong?” Okay. There’s not much I could do about that, but I see hands going up. If the hands are going up because you want to ask me something else about it, you can keep your hands down. I answered the question already and I’m not going to engage in it again. So if you got a question on something else, you can put your hand up. But if you don’t, you can leave your hand down.

Question: Mayor?

Mayor Adams: Yes.

Question: Regarding something else, (inaudible) you committed to visiting the Staten Island school linked to an officer-involved incident at a bus stop. Have you visited that school and if so, what have you learned, and if not, (inaudible.)

Mayor Adams: Yeah, I communicated with the police commissioner who is going to be doing some initiatives there with the community residents and leaders and I don’t want to interfere in any way. And last week I spoke with the councilwoman who’s in charge of the area. We are going to do something coordinated. I wanted to let them do their thing, but I will be going over to the school and sit down, speaking with the students and engage. But I don’t want to get in front of people who already have something worked out.

Question: Mr. Mayor, you and the comptroller have seemed to trade some barbs over your trip to El Paso over the weekend. What would you like to see from him as a partner in government? You’ve suggested that he hasn’t really been doing anything, just sitting on the sidelines and criticizing.

Mayor Adams: Listen, it’s not about criticism. This is the game we’re in, where folks are going to criticize. That reminds me of a side note I’m going to share, but his first tweet to call for help was during the sSate of the State. The people of this city have been going through this for months, for months, and his first communication was a week or so ago.

He’s a comptroller. He should be concerned about our fiscal stability, and his answer to it is, “Raise taxes on rich people to pay for migrant asylum seekers.” You’re the comptroller. You should be concerned about the financial hit our city is seeing, and he should be writing letters with me and going to D.C. I don’t know if Brad actually went to D.C. at all to advocate for money. I don’t know if he called anyone. My conversations with Senator Schumer, I don’t know if he did.

I shared with y’all last week. I asked them, “Share the tweet, share the letters that were sent to say New York City needs help.” And so when I see someone tells me I should not go to El Paso to see this problem and to talk with the mayor there so that we can work together, I just don’t understand the logic of it. Is it political or is it something for the city? And so I just think when people are disingenuine, it just bothers me when people are just disingenuine. We have a crisis in our city that’s going to impact our entire lives. No one is saying, “And let’s leave people out of the city.” For him to say that, it’s just a political commentary. We got to fix this problem.

Question: Thank you, Mr. Mayor. I’ll start with a question on migrants and if you let me, I’m going to ask a follow up to Sally’s question, but let’s start the migrants. When you say there’s no more room in the city, do you have an idea of other cities that migrants should be sent to instead? Or are you just saying that the federal government should let no more migrants in?

Mayor Adams: Yes, I think… No. What the federal government should do is to coordinate this problem. They should coordinate it. This is a federal issue. This is a national issue. El Paso should not have gone through that. Chicago, when I speak to Mayor Lightfoot, she’s placing people in the basement of her libraries. Houston, Washington. Washington is already dealing with their own housing crisis, where people have to live in tents.

This is wrong, this is wrong. And for the federal government, and that is on both sides of the aisle, to not acknowledge that we are destabilizing our cities, I’m not going to remain silent on that. This is wrong for the cities of America to take this on. The federal government should step in and say, “Let’s coordinate this and whatever city is available to take a portion,” because if we all take a portion, it won’t overwhelm a city. 40,000 people, we are at the maximum in how we have people in our care. And so that’s what I believe.

Question: Could I ask a quick follow up?

Mayor Adams: No, you can’t. No, you can’t. I already answered that. I already… I told you that. I told you that. Yes, sir.

Question: Being asked to ask this. Eagles, Giants?

(Laughter.)

Mayor Adams: I’m so proud of the Giants last…

Question: Any bets so far with the mayor of Philadelphia?

Mayor Adams: I’m going to reach out to the mayor of Philadelphia and I’m going to give him a vegan cheesecake. I’m really proud of the Giants, they’re showing a can-do spirit. Many people did not believe they were going to get through this weekend and they showed what they’re made of, because they come, the spirit of New York. And so let’s go Giants.

Question: Cheesecake.

Mayor Adams: Some great vegan cheese.

PETMED EXPRESS : QUARTER ENDED JUNE 30, 2022 CONFERENCE CALL TRANSCRIPT – Form 8-K

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QUARTER ENDED JUNE 30, 2022

CONFERENCE CALL TRANSCRIPT

JULY 25, 2022 AT 4:30 P.M. ET

Operator

Welcome to the PetMeds conference call to review the financial results for the first fiscal quarter ended June 30, 2022. At the request of the Company, this conference call is being recorded. Founded in 1996, PetMeds is Your Trusted Pet Health ExpertTM, delivering prescription and non-prescription pet medications, and other health products for dogs, cats and horses direct to the customer. PetMeds markets its products through advertising and promotional campaigns, which direct customers to order online or by phone, and which are intended to increase the recognition of the “PetMeds” brand name. PetMeds provides an attractive alternative for obtaining pet medications in terms of convenience, price, ease of ordering and rapid home delivery. At this time, I would like to turn the call over to the Company’s Chief Financial Officer, Mr. Bruce Rosenbloom.

Bruce Rosenbloom

Thank you and I would like to welcome everybody here today. I would also like to remind everyone that the first portion of this conference call will be listen-only, until the question-and-answer session, which will be later in the call. Also, certain information that will be included during this call may include forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995 or the Securities and Exchange Commission that may involve a number of risks and uncertainties. These statements are based on our beliefs, as well as assumptions we have used based upon information currently available to us. Because these statements reflect our current views concerning future events, these statements involve risks, uncertainties and assumptions. Actual results could differ materially from those projected. The company undertakes no obligation to update these statements based on subsequent events. We have identified various risk factors associated with our operations in our most recent annual report and other filings with the Securities and Exchange Commission.

Let me now introduce our CEO & President, Matt Hulett – Matt.

Matt Hulett

Thanks, Bruce. Good afternoon and thank you for joining us for our fiscal 2023 first quarter call. As a reminder, PetMeds pioneered the online pet prescription business over 26 years ago and this is a legacy of which everyone at PetMeds is very proud. As I approach the one-year mark since taking over as CEO and President, I continue to believe that PetMeds is a terrific company with a talented and dedicated workforce serving a large and loyal customer base that supports our vision that “every pet deserves to live a long, happy, healthy life.” My commitment to all of our stakeholders is to be open and transparent, particularly as it pertains to our progress with engineering the transformation of this iconic company.

Today I will break the call into four themes: 1) an update on our core business 2) an update on our partner strategy 3) a major change to our management team and 4) the progress on our business transformation. So let’s start with an update on our core business. As we mentioned in our last call, we saw a slow start to flea and tick season due to seasonally colder temperatures, which continued into the early part of the most recent quarter. Due to the high concentration of our business in flea and tick and heartworm medications, the slower sales of these products in the month of April in particular had a material impact on the quarter. Once warmer temperatures returned to much of the country, stimulating more normal flea-and-tick and heartworm medication demand from pet parents, we saw the expected rebound of our repeat base later in the back half of the quarter.

First quarter sales were $70.2 million compared to sales of $79.3 million for the same period the prior year, and while we are disappointed with the overall sales results for the quarter, we are encouraged by the sales generated from our returning base of customers in mid-May and June. Adjusted EBITDA for the first quarter was down 10{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} year-over-year. We haven’t produced the results in net new customer growth, but I remain optimistic that the combination of the new team, new media allocation, and refreshed creative will start to stimulate profitable new customers. Expanding from a business that was primarily optimized to market to existing customers, to a business that also includes a focus on generating new customers, will take some time. The slow start to our flea-and-tick season this spring also had an impact on our ability to attract new customers; there were simply fewer buyers for our seasonally sensitive product catalog. However, we did start to see improvements in new customer acquisition towards the end of the quarter.

Exhibit 99.1 Page 1 of 10

We continue to invest in our infrastructure, including processes, systems and people, and you will note that general and administrative expenses increased on a year-over-year basis. These are very targeted investments which we strongly believe will grow long-term shareholder value. In fact, we have partnered with a number of well-seasoned third-party resources, known and trusted by me and my team, particularly with regard to turnarounds, to cost efficiently and quickly improve our e-commerce site delivery, usability testing, data analytics capability, and more. For instance, we have just enabled a new data warehouse (that we call PetHouse) that gives us deep insights into our first party data that spans our 26 years.

On the marketing front, we have intentionally kept our variable marketing spend relatively flat year-over-year. Again, since April was slower due to unseasonably low temperatures, we determined that it wasn’t prudent to spend against slower demand. Our LTV:CAC number will be dynamic but profitable as we test-and-learn. Our new customer count for the quarter was approximately 69,000 and our LTV:CAC for the quarter was 1.5X. To reiterate, we believe LTV:CAC is a more meaningful measure of the marketing value creation versus using PetMeds’ traditional ROAS metric. We expect to see this LTV:CAC number grow as we migrate more of our returning customers to our AutoShip subscription program, and as we expand Average Order Value over the life of our customers. Our AutoShip program continues to grow. Approximately, 34{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} of our revenue was recurring revenue derived from our AutoShip subscription program during the June quarter. We will be announcing some exciting new enhancements to our subscription program that we will address later on.

During our last earnings call, we discussed our recent investment and partnership with Vetster, a pet telehealth company that connects pet parents with licensed veterinarian professionals all over North America. Today, we are even more excited about this partnership and are making a ton of progress on our go-to-market and partner integration. I will spend some more time detailing the progress later on in this call. We are rapidly moving on the execution of our pet health expert strategy, with the first building block of this strategic pillar being telemedicine. We have many other initiatives and partnerships underway that we plan to disclose at a future date.

Lastly, I would like to announce a significant new addition to the team and executive to the company. Over the last several quarters, we have spent a great deal of time discussing our new strategy, processes, product, and people. In terms of people, we have invested in an expanded leadership team that has experience with both digital transformation and scaling a company. We have added several new executives in the last 6 months. I am pleased and excited to announce the latest member of my team, Christine Chambers, who officially joins us as PetMeds’ new Chief Financial Officer on August 3rd. You will get the chance to hear from Christine on our next call, as of course she will be participating in our earnings calls going forward. Christine is a seasoned finance professional with extensive experience transforming public and private companies. She was most recently the Chief Financial Officer at RealNetworks. Prior to this, Christine and I worked together closely when she was the Senior Vice President of Finance at Rosetta Stone Inc. She has extensive and relevant experience that I am confident will help PetMeds start to regain growing market share, and I am personally delighted that Christine is joining our executive team.

The Board of Directors and I would like to thank Bruce Rosenbloom for his myriad of contributions to PetMeds for over 20 years. With an intense dedication to the company, Bruce has made a substantial impact as the Chief Financial Officer for over 20 years. The Board of Directors and all of the team members at PetMeds thank him for his service. Bruce will be officially staying on for several months in a consultative capacity to ensure a smooth operational handoff. Thank you, Bruce, for all you have done.

Now let us dive deeper into the details with the presentation material. As always, we like to feature pictures of our customers’ and employees’ pets in our slide decks. You will see many original pictures throughout this presentation, starting with this slide which features my dog Harry, a PetMeds customer since he was 8 weeks old.

Let us start with a look at the current market and our perspective on the overall opportunity. As we covered in our previous earnings calls, PetMeds operates in a very large and growing addressable market. The total U.S. pet market is over $100 billion in annual sales, and it is expected to reach $120 billion by 2024. The addressable pet medication market where we participate today is approximately $10 billion and also growing rapidly. We are actively working on improving and growing our core business in that addressable market, while also setting our sights on expanding our addressable market into the broader wellness market which is estimated to be over $30 billion.

Today, we are one of the leading and most trusted pet pharmacies. PetMeds is also an important part of the strategy of many of the pet platforms and players in the industry. As I have learned, there are not many truly reliable online prescription providers for these pet platforms and players to partner with, which puts us in an enviable position. Our core asset and demonstrated competency around prescriptions enables us to move much more quickly to execute on our broader pet health expert strategy.

Exhibit 99.1 Page 2 of 10

We also operate in a market that is growing with underlying behavioral trends that are favorable to digital retailers, and it is a great time to be in the pet business. We also know that the pet vertical is more resilient than other verticals when there is a financial downturn. In particular, it is a great time to be a retailer that is focused on essential consumables. U.S. household pet ownership has increased over time, and today 7 out of 10 U.S. households have a pet. In a post-Covid world, those pet parents are going to need, and will seek out, health and wellness care provided by a trusted brand. PetMeds is uniquely positioned to take advantage of this trend.

Pet parents see their pets as an extension of their own families, and they are increasingly demanding more healthy pet care options. We see this as a positive trend for PetMeds and an opportunity for growth. Similarly aligned with the trends in human health, pet parents are thinking through the entire spectrum of their pet’s care, from diet to veterinary services, and from infancy through old age. While some well-known retailers entered the market by means of pet food first and then expanded, PetMeds started first in the most difficult Rx end of the market, and we are now expanding out. To that end, we intend to move much more aggressively this year in expanding our product assortment and catalog. We see significant compounding upside in the form of increasing recurring sales, increasing customer loyalty, and increasing share of wallet by providing a broader non-medication product assortment to pet owners.

Lastly, the pandemic accelerated the increasing trend for the digitization of healthcare. Specifically in the pet market, regulations related to in-person veterinary visits and prescription fulfillment were temporarily waived for the first time during COVID and these services moved online in unprecedented ways. PetMeds is ahead of the curve on this trend with our strategic partnership and investment in pet telemedicine with Vetster. With this groundbreaking partnership, we believe we are enabling the first real mainstream pet telemedicine platform, and the one that will prove to be an accelerator of widespread adoption of pet telemedicine.

During the last earnings call, we discussed some key PetMeds differentiators. I want to reiterate those because they are important, and I believe they provide a real edge for our company’s transformation. First, our brand is both widely known and trusted. Our own market research indicates that 55{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} of U.S. pet parents are aware of the PetMeds brand. Having a strong brand takes years to develop and our customers look to PetMeds as their trusted pharmacy and pet medication expert. We will be leaning more into the brand in our external communication with more dynamic and relevant messaging and new channels to take advantage of our large brand goodwill.

Second, we have strong operational and quality efficiency as a pharmacy. The customer care integration with our pharmacy is world-class, which ensures that customers get their products delivered as promised, quickly and accurately. Additionally, our vet partners reliably receive quality service delivered through our vet platform. We will be looking to expand our vet network and provide enhanced service to them with new technology delivered through our partnership with Vetster.

Our deep experience with the vet community is a significant competitive advantage. We have one of the largest direct-to-consumer vet networks in the online retail space with over 70K veterinarians that we have worked with over the company’s history. Currently, our online vet portal has 17K active veterinarians and vet clinics. As I have said in earlier earnings calls, this is a core capability and a unique asset because it enables us to expand our fulfillment capability as we scale our business. Our intent is to drive incremental revenue through a powerful platform offered to our vet partners in the near future. We view vets as our partners in jointly providing a greater array of pet health services to pet parents. To that end, we will continue working together holistically to improve vets’ ability to care for pets. Ultimately, we believe if we help vets, the profits-for both the vets and for PetMeds- will follow.

Our pet pharmaceutical category expertise is something that I view as a towering strength. Many retailers can sell dog food, but few can provide medication and sound health advice at scale. As I have said before, being a differentiated pet medication provider allows PetMeds to excel in our health and wellness offering and continue to be viewed as trusted pet health experts, especially as the market continues to become even more competitive. PetMeds currently enjoys a close and strategic bond with our many supply partners and those relationships have developed over time to become even more strategic. We have direct relationships with all of our major suppliers, and we work together closely to effectively market their products to our customer base.

Our customer service and overall customer centricity ethos permeates our culture and is demonstrated throughout our team. We provide a 100{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} satisfaction guarantee, and we go the extra mile for our customers with truly empathic and expert service. We don’t just have a transactional interaction with our customers, we have built trusting, genuine relationships. Our customers view PetMeds as their trusted pet health expert, and we take that responsibility seriously. I recently had the pleasure of receiving an email directly from a customer concerning a phenomenal interaction with one of our Customer Care reps….here’s what they had to say:

Exhibit 99.1 Page 3 of 10

Dear Mr. Hulett, The purpose of my letter is to bring your attention to my experience with a member of your team, Jennifer, during my call with your company yesterday. Having the need to re-order Riley’s, my dog, monthly meds, I called your company yesterday and was connected to Jennifer. Her knowledgeable, professionalism, and patience with me were outstanding. Being disabled, without income and living on my savings, I had a lot of questions about different meds and the different ways I might be able to save some money.

I am sure my time with Jennifer probably extended past company policy regarding time as most places you call, they rush you on and off the phone, only wanting to take an order and get to the next customer. This was not the case; I had a lot of questions and Jennifer was so patient and kind and assured me she was there to help me and that she was going to do it!

Her time with me on the phone yesterday was a great example of her dedication to Pet Meds and her love for helping others. I am very impressed and thankful for her time and patience with me.

Again, thank you for your company’s outstanding service. With the many different choices that are available to us to choose our meds for our animals, I can tell you, it’s the folks like Jennifer that will keep them coming back. Should I have an opportunity to refer others, be assured its PetMeds, where I will be sending them too.

Jennifer is a perfect example of our employees’ dedication to our customers and their pets’ wellbeing, and I’m delighted to share this story and recognize Jennifer and all her colleagues for their exemplary customer service.

PetMeds has historically been a somewhat low growth, yet high dividend-based company, and we are proud to have created and returned so much value to our shareholders. We are intent, however, upon becoming a higher growth company to create even more value, and believe we are in a great position to do that:

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PetMeds is profitable with a pristine balance sheet. We do not have any debt, we have approximately $105.4 million in cash and cash equivalents as of June 30, 2022, and we are cash flow positive.

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PetMeds is moving much of our business from a transactional direct-to-consumer model to a subscription business. Subscription businesses are clearly compelling business models due to their predictable and stable recurring cash flows. As I mentioned at the beginning of the call, we ended the June quarter with approximately 34{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} of our customers enrolled and ordering via our AutoShip and Save subscription program.

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We continue to have a large base of returning customers which is an indication of the quality service and the value that we deliver. We are fortunate to have a large base of 2 million pet parents that have purchased from us over the last two years.

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We have over 26 years of experience as a pure-play pet pharmacy, fully licensed in 50 States, delivering outstanding service and value. This domain experience is what I would call the more complicated part of the pet ecosystem which makes our progression into other segments much easier.

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Our customers just love our brand and our service. Our NPS score is over 80 which puts us in the upper quartile along with some of the most beloved brands in the world.

Now, I would like to have Bruce review our financials for the quarter.

Bruce Rosenbloom

Thanks, Matt. During the review of our financial results, we will compare our first fiscal quarter which ended on June 30, 2022 to last year’s quarter that ended on June 30, 2021. I would also like to highlight that we introduced new “Non-GAAP” financial metrics during our last fiscal year, adjusted EBITDA and adjusted EBITDA per share. We decided to include these new metrics because they are key measures used by management and by our Board to evaluate our operating performance, generate future operating plans, and make strategic decisions regarding the allocation of capital. Additionally, adjusted EBITDA and adjusted EBITDA per share provide a more accurate picture of our underlying profitability and also take into account the more recent increases in non-cash stock-based compensation and other expenses.

Throughout our most recent fiscal year, we faced a unique situation comparing two totally different environments, between 2020 (pandemic) and 2021 (mostly post pandemic). As we move forward into our current fiscal year, the year ending March 31st, 2023, with our new marketing partnerships, agencies, and processes, we expect to be much more efficient with our variable marketing spend with improved results, and with many of our highlighted initiatives firmly in place.

For the current year, first quarter sales were $70.2 million compared to sales of $79.3 million for the same period in the prior year, a decrease of 11.5{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc}. As Matt mentioned, earlier, while we were disappointed with the sales decline year over year, we were encouraged by the sales trends we saw later in the June quarter. Reorder sales decreased by 7.8{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} to $63.3 million for the quarter ended June 30, 2022, compared to reorder sales of $68.7 million for the same quarter the prior year, using a consistent 36-month definition of a new customer.

Exhibit 99.1 Page 4 of 10

With the increasing AutoShip subscription adoption, we see more opportunities to continue to build our relationships with our loyal customer base. We will also look to continue to improve our reorder sales by marketing to our customer base with increased product offerings and services. During the June quarter we made a change to the methodology on how we calculate the percentage of our revenue that was generated by our AutoShip & Save program. Going forward, we will report AutoShip, net of discounts and credits, and we will also report the average of our AutoShip attainment over the quarter (versus the last month of the quarter). Please note that this change to the calculation resulted in a decrease to the AutoShip percentage that was previously reported by only a few percentage points. We believe that this change reflects a more accurate representation of our subscription business for stakeholders to gauge its performance. We are encouraged by the adoption of this program and have seen an increasingly positive trend over the last several quarters since we launched this program. For example, our quarterly AutoShip percentage increased from 20{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} in the December quarter to 31{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} in the March quarter and averaged 34{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} for the most recent quarter ended June 30, 2022.

For the first quarter of Fiscal 2023, our Gross Profit as a percentage of sales increased by approximately 95 basis points to 28.4{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} compared to 27.5{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} for the same period a year ago, as some of the major manufacturers shifted their funding from cooperative marketing rebates and discounting product costs to funding discount promotions which support our AutoShip and save subscription program. There may be an opportunity to improve gross margins in fiscal 2023, if the shift to prescription medications continues, and we can grow future sales with appropriate price promotions.

Net Income was $2.8 million, or $0.14 diluted earnings per share, for the first quarter of fiscal 2023, compared to $4.4 million, or $0.22 diluted earnings per share for the same quarter last year. Adjusted EBITDA for the first fiscal quarter was $6.3 million, or $0.31 on a diluted basis, compared to $7.1 million, or $0.35 on a diluted basis for the same quarter last year. Adjusted EBITDA and adjusted EBITDA per diluted share add back certain non-cash expenditures, including stock compensation, interest income and expense, income taxes, depreciation and amortization, and other expenses like the investment banking fee relating to the Vetster partnership. Again, adjusted EBITDA and adjusted EBITDA per share are “Non-GAAP” key measures used by management and our Board to evaluate our operating performance, generate future operating plans, and make strategic decisions regarding the allocation of capital. We will continue to disclose these financial measures in our future filings.

As a result of the intentional and strategic investments in headcount and infrastructure made over the past year, we have seen double digit percentage increases in general and administrative expenses. We strongly believe that these investments are necessary for our transformation, and we intend to continue to make prudent investments in the business to fuel and support future growth. In the June quarter we spent approximately $982,000 in capital expenditures with the majority of the spend related to the customization of our ecommerce platform and our new data warehouse. We expect to see a continued investment in capital expenditures to the tune of approximately $4.0 million for the remainder of fiscal 2023, which will be utilized to further customize our ecommerce platform and IT infrastructure.

We had $105.4 million in cash and cash equivalents, and $22.6 million in inventory with no debt as of June 30, 2022. The Company continues to be committed to returning capital to our stockholders. As such, the Board of Directors declared a quarterly dividend of $0.30 per share on the Company’s common stock that will be payable on August 19, 2022, to shareholders of record at the close of business on August 12, 2022. Also, please note that the declaration and payment of future dividends is discretionary and will be subject to a determination by the Board of Directors, each quarter.

Now, I would like to hand the presentation back over to Matt.

Matt Hulett

During our last earnings call, we revealed our long-term strategy with some degree of specifics. PetMeds is moving from being just a leading pet medication retailer to being a market leader in expert pet healthcare. We envision a world where the majority of vet services and pet care move digitally. We are in the early days of this digital transformation. But it is coming — rapidly. We believe that a digitally enabled and data-driven future will be the preferred mode of delivery for pet parents.

We have taken important steps towards executing on our long-term strategy, starting with our recent announcement that we made in the telemedicine space. The strategic pillars that we will be executing on are: nutrition, medications, wellness, and care, with data both driving and being at the heart of our services.

Our recent announcement with Vetster is the first building block of our ‘care’ offering. During the last call we discussed how this partnership is a real unlock in both technology and e-commerce integration which provides a powerful combination that has never been introduced in the pet category. We see a panoply of upsides and opportunities, including:

Exhibit 99.1 Page 5 of 10

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First mainstream launch: We believe we are the first company to introduce pet telemedicine to the mainstream, connecting 2 million pet parent customers with over 70K veterinarians in the PetMeds network.

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“Close the loop”: Direct connect access to a telemedicine experience that ‘closes the loop’ between a pet parent and a vet so that prescription medication can be prescribed directly to a pet parent in many cases without the need of an in-office visit.

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New revenue streams: this partnership creates new revenue streams within PetMeds and the potential for new revenue streams from traffic driven from Vetster’s platform

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Go-to-market acceleration: unique investment and partnership terms allow PETS to accelerate our go-to-market on our new strategy. For example, PetMeds will leverage the Vetster platform to provide virtual vet clinic services embedded with our pet medication and retail platform directly into their platform.

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Climbing up the sales funnel: we believe that offering telehealth will enable us to acquire new customers and to create more incentives for PetMeds subscribers. PetMeds customers will be able to get instant care,whether that is via text or live video chat with your vet, or with any vet provider through an exclusive vet marketplace accessed on your smartphone or desktop 24/7.

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Veterinary alliance: We think that this partnership is a huge win for vets, too. We believe this partnership will allow us to provide attractive capabilities and additional revenue streams and work flexibility to our core vet network and beyond.

Since signing our agreement just several months ago, we have already moved very quickly towards integrating PetMeds’ and Vetster’s core technologies. We have already integrated two services into each other’s platform, which include:

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PetMeds integration: PetMeds catalog, Rx, and e-commerce capability is now directly integrated into Vetster. That means that now, for any customer that has a direct veterinary relationship or resides in a state that allows for digital prescription fulfillment, any vet on Vetster will be able to triage, diagnose, and then prescribe medication directly from a computer or mobile device. This level of integration happens directly as a virtual appointment. The data from the prescription and the overall appointment is integrated into the pet parents’ personal pet health dashboard. This innovation means that as virtual care increases for pets, PetMeds can become the engine that powers the e-commerce transaction behind this trend.

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VetLive™: VetLive™ is a new experience that will be rolling out over the next several months, and the first of many services that will be launching over the quarter. VetLive™ is an exclusive veterinarian marketplace integrated directly inside of PetMeds. VetLive connects pet parents to thousands of licensed veterinarians ready to provide the best online vet services through video chat appointments 24/7.

I think about virtual care the way some entrepreneurs thought about the app store as a potential to reach out to a global audience – instantly. The companies that didn’t have the foresight to take advantage of a platform change like this missed out on a huge value unlock. Direct access to an exclusive network of extraordinary vet care providers is a very high engagement and high value proposition for pet parents and we believe will be a very sticky offering. And this is just one of many examples of how we believe we are building a very compelling platform for the next big trend in pet health.

We have made substantial and measurable progress on our transformation of the business over the last several quarters, and we remain laser focused on execution. Now that we have the majority of the new people, process, and strategic elements of the business underway, here is what you can expect from us over the next couple of quarters in terms of our organic and inorganic growth focus:

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Improvement in new customer growth. We will be expanding and accelerating our new customer acquisition efforts which are critical to our long-term success.

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Continued migration of our business to a recurring subscription model.

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More active deployment of our capital. There are exciting opportunities for us to leverage capital to accelerate our transformation through investments, partnerships, and acquisitions.

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Full rollout of our pet telemedicine capability into the market. We will start to execute on the deployment and expansion of our integrations and partnership with Vetster.

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Expansion of product catalog and services – this includes a much wider product assortment as well as adding more health and wellness services to our business.

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Commitment to ESG – This year we initiated our environmental, social and governance (ESG) commitment. A great example of this is our Ukraine pet relief effort that we launched with IFAW, as well as our longtime continued support of many US-based pet rescue and humane organizations. PetMeds firmly believes that we cannot consider ourselves successful as a business if our team members, our communities, and our planet do not thrive as well. Our strategy is still in the early stages of development but at the heart of our commitment is giving back to pets, people, and our planet.

Exhibit 99.1 Page 6 of 10

I can’t stress enough that it takes time to transform a company, especially in a highly competitive market and in an uncertain economic environment, but our market opportunity is clear, and it is compelling. I am confident that the foundation that we have been laying will meet that market opportunity in unique and innovative ways and will lead to increased operating results and shareholder value. PetMeds’ brand, expertise, and reputation are unparalleled, our balance sheet is strong, our team is fantastic, and I am more excited about the future than ever. This ends our prepared remarks, operator, we are now ready to take questions.

Operator

Thank you.

Our first question is from Erin Wright with Morgan Stanley. Please proceed with your question.

Erin Wright

Hey, thank you for taking the question. Can you give us an update on where we stand now with the flea and tick season? Were those sales just lost? Or does it shift to the next quarter? What are you seeing now on that front? I think you used to give that quarterly seasonal weighting of what was considered seasonal products. I guess what does that cadence look like? Or what do you expect it to look like this year compared to historical trends from a seasonal mix perspective? Thanks.

Matthew Hulett

Hi Erin, this is Matt. Thanks for the question. Great to hear from you. A couple of things about the quarter. It started out pretty slow, especially compared to March. We indicated that March was slow due to seasonality around, the temperatures being cold, and it continued into April. Then it really progressively rebounded on our returning business through May, through June and continues through July. So, we’re pretty confident the parasiticide business of PetMeds is recovering very nicely. That kind of maps to what we’ve seen in other supply chains and other partners that we’ve talked to. It’s very similar to what we’ve seen in the subsequent historical practices in the business since we’ve been around for 26 years. We have some-a lot of data around this. To answer your question in a point of way, we view this as an extension to the season. Typically, a six month season. We’re heavily weighted towards flea, tick, and heartworm and so we view the season being extended out versus contracting. Bruce, do you have any other follow-up comments?

Bruce Rosenbloom

No, Matt. I think you covered everything there.

Erin Wright

Okay. Got it. Thanks. Then more broadly, how are you thinking about pet spending and a tougher macro backdrop? And are you seeing any changes in customer behavior, for instance, in terms of trade down on products? Or are pet owners moving from six months flea and tick packs to three months? Or has anything else changed or would be indicative of a change in consumer?

Matthew Hulett

Yes. Erin, it’s a great question. We hope to changes in the future. As you know, we’re highly medication and heavily RX-focused. The good news about that is customers are very brand-specific and brand loyal, intend to not trade down. We’ve maybe seen a little bit of impact on people trading down in terms of dosage, but not much. At least this category, we’re seeing not a lot of movement there. I think as we start thinking about broader consumable products, maybe food and other items, we’ll see some of that trade down. But in terms of brand loyalty to RX, in particular, we have not seen a trade down behavior. Bruce, anything to add there?

Bruce Rosenbloom

Historically, when times have been tough, and again, I’ve been with the company through a few different downturns, you may see pet owners instead of buying a six-month supply, buying a three month supply. So, a trading down from that perspective or stretching out that medication. We haven’t seen that yet, but that’s some behaviors we have seen in the past. So, just something that we’ll keep tabs on. But as of right now, the data has not shown any significant changes.

Exhibit 99.1 Page 7 of 10

Erin Wright

Okay. One just housekeeping question. Did you give new customer growth or total new customers acquired in the quarter?

Matthew Hulett

We did; 69,000.

Erin Wright

Okay, got it. Thank you.

Matthew Hulett

You bet. Add on to that, Erin, since we are so highly concentrated to RX, particularly flea, tick and heartworm, April, just to be blunt, was not a great month to be acquiring those customers since the earth was pretty cold. So, we were pretty, getting very optimistic actually, about our new customer acquisition initiatives underway, especially later in the quarter. So, we expect to see good improvements throughout our calendar year on new customer acquisition. We’re getting more optimistic there.

Erin Wright

Okay, thank you.

Matthew Hulett

Thanks, Erin.

Operator

Thank you. Our next question comes from Corey Grady with Jefferies. Please proceed with your question.

Corey Grady

Hi, thanks for taking my question. I wanted to follow up on your customer acquisition initiatives. You test a new creative across the new channels during the quarter. Can you give us maybe more detail on the results you’re seeing so far? Where you are in terms of the marketing transformation?

Matthew Hulett

Hey, Corey, this is Matt. Thanks for your question. Thanks for hosting us recently your conference. It was fantastic. I won’t go into the specific channels, but I think in the meta macro level, we’re definitely seeing rates get to more normal and/or, in some cases, lower rates year-over-year, which is great news. Which you typically see in some environments that get more macro challenge, but definitely on the performance marketing channels, we’re definitely seeing more stabilization in some cases, reduction of rates. Some channels are still high. I think we all know the issues around social, but we’re definitely seeing a rationalization in rates as I think growth-oriented companies have readjusted how they think about their media mix. I think that is only going to be a net beneficiary for PetMeds. Then that’s kind of the macro. The micro on us is, as you know, and we spent some time talking about this at PetMeds for a long time is focused on lower the funnel aka performance marketing to its returning base. Since we had a new CMO, and new partners starting about six months ago on a new strategy, we’ve definitely moved that shift to lean more into our brand, and we’ve seen really strong results there. We expect those to continue and over this calendar year, we expect to see net new customer growth due to those efforts, and we’re feeling more optimistic about them. Did that answer your question, Corey?

Corey Grady

Yes. It did. It’s really helpful. Then for my second question, I’m just following up on the flea and tick. So, given the known kind of flea and tick weakness coming into the quarter, how did the reorder sales come in relative to your expectations? Then have you guys seen any change in seasonality to the vet industry that would typically proceed a change in your reorder business?

Exhibit 99.1 Page 8 of 10

Matthew Hulett

Yes. Corey, thanks a lot for that. The first-I’ll answer the first question first with-you asked me in April, how was I feeling about the quarter. I wouldn’t have been very optimistic. Then subsequently, May and June, got a lot more optimistic. So, the quarter recovered to where we were expecting it to be and that continues into July, on the returning side. Again, the new customer acquisition side was a little slow to warm up because the buyers weren’t there. In terms of the vet’s cycle, we do tend to look a lot like the vet cycle in terms of concentration of revenue, but also the patterns for consumers with PetMeds is that the vet typically gets the first prescription, and we get the secondary. We actually haven’t seen that as much as the things start to recover, that we are starting to see the similar cycles even with the seasonality with colder temperatures. So, I don’t think that’s going to be much of a headwind for us as we come into this next quarter. Corey, I don’t know if that answered your question or not?

Corey Grady

It did. That’s helpful. Thank you.

Operator

Our next question is from Anthony Lebiedzinski with Sidoti & Company. Please proceed with your question.

Anthony Lebiedzinski

Yes, good afternoon and thank you for taking the questions. As far as-if I look at the traditional way of how PetMeds talked about advertising and new customer acquisition costs. So, that looks like about $92 for the quarter. How should we think about that number kind of going forward? I know, Matt, you talked more about LTV to CAC. But I guess just for old-timers, covered the stock for a long time, how should we think about that on a go-forward basis?

Matthew Hulett

Anthony, you’re referring to $92 the absolute number for CAC.

Anthony Lebiedzinski

Right. Yes, so if I take the advertising dollar amount divided by the new-number of new customers, which was just disclosed as far as-69,000 you said. So that comes out to $92.

Matthew Hulett

Yes. I just want to make sure we’re looking at the same song sheet. In terms of the absolute number for CAC, we actually are feeling better about that. If-you’re asking a directional question. So, it’s been higher for us, as you know, my first in a CMO for the business wasn’t the best quarter for CAC for the Company, and we handed that to a more prescient CMO. But the CAC number for us is stabilized and it’s actually decreased a little bit due to this medium mix. So, on a go-forward basis, we’re not thinking about and targeting CAC is a metric that we talk about. But since it’s easy to calculate, it’s actually been relatively stable and going down. The LTV number has been pretty stable as well. But we hope over time with recurring revenue and a broader catalog, that just goes up because we get more opportunity to sell more products and get more engagement and a broad array of products. So, I think LTV goes up over time. Then I think right now, Anthony, to answer your point on question, I think $92 it may be a little bit lower over time. It’s been going down as we’ve gotten smarter about our media mix. Also, I think the current macro environment hasn’t been increasing as much, which has worried us in the past. So, I hope that’s helpful. I don’t peg it. I can’t predict what absolute number is going to be other than we’ve seen market improvement month-over-month, week over week, and it’s starting to stabilize in terms of price increases. So, we’re feeling better about the CAC environment.

Anthony Lebiedzinski

Okay. That sounds good. Okay. So-and I know it’s still early as far as the relationship with Vester, but can you give us any sort of color as far as-I don’t know if you want to talk about the specifics, but as far as customers actually-your own customers using Vester or vice versa, Vester customers using PetMeds to fill their orders. Can you give us any sort of additional color or details on that?

Exhibit 99.1 Page 9 of 10

Matthew Hulett

Yes. The first integration we did was to embed PetMeds as a private label inside of Vester. Vester is a start-up. So really, they have a small amount of traffic right now. But it was a good Watson are you there moment to determine whether it works or not. And a, it works, and b, customers are really delighted by the overall service, and I encourage everyone who’s listening to try it, it’s really fantastic. Secondarily, the big launch for us where volume will start increasing and also getting more exposure on the site, and our mobile products will be VETLIVE. VETLIVE will be the Vester marketplace, private label inside of our PetMeds properties, and that will come in the next several months. That will be the opportunity for us to really do some interesting things. The first part is just to engage with pet telemedicine appointment live on the site. The secondary component is there’s a whole host of other subservices that we’re going to be launching. Some will be in AutoShip, and the others will be extended from their current platform. But the first goal is to get, let’s say, in the next several months, VETLIVE up to our current customers. Then we’ll start seeing a lot of usage there, Anthony. So, first things first, we launched, and it worked. The second point is PetMeds should be getting that up live on our properties in the next three months.

Anthony Lebiedzinski

Got it. Okay. Then lastly for me. So, unlike a lot of other consumer companies where they’re dealing with bloated inventories, your actual inventory is lower than last year and lower on a sequential basis. So, that being said, I mean, do you feel like you have adequate inventory? Of course, there’s still ongoing supply chain issues that we’re hearing from other companies. So, can you just talk about that as well?

Bruce Rosenbloom

Yes. Anthony, I’ll take that question. This is Bruce. As you know, our inventory fluctuates from time to time, mostly due to opportunistic opportunities as far as buying. As we mentioned in the last call, at the end of the March quarter, we had an opportunity to take on additional inventory at a reduced price. So, we went ahead and pursued that. So, we definitely were stocked up as of March 31 and ales, although recovering through the quarter, were still fairly slow in April. So, I would say the inventory levels where they are right now, around $22 million to $23 million, probably a normalized level, maybe a little bit lower than maybe in past seasons, but not so off from where we’d like to be. Since we do have direct relationships with the manufacturers, lead times are cut, really short, based on how we used to procure. So, no concern there. We’re always going to be opportunistic if there’s going to be-if we have an opportunity to buy at a reduced cost, we’ll take advantage of that. Those usually come up traditionally at the end of the year, so around 12/31. We’ll see how it shapes up. But if there’s an opportunity, we’ll take advantage of it.

Anthony Lebiedzinski

All right. Terrific. Thank you, Bruce and thank you, Matt.

Matthew Hulett

Thanks Anthony.

Operator

Our question-and-answer portion of the call has ended. I would now like to turn the call back to Matt Hulett, the Company’s CEO, for his concluding remarks.

Matthew Hulett

Thank you, Operator. As you just heard, the future of PetMeds is much more expansive than just a prescription e-commerce company. We are building our strategy out and working hard to transform into a broader e-commerce and subscription brand that reflects and leverages our status as the trusted pet health experts. I will continue to detail our progress and look forward to providing you with updates in the not-too-distant future. As always, thank you to all of our employees, customers, partners, suppliers and investors for your continued confidence and support. Thank you for listening in. Operator, this ends the conference call.

Operator

This concludes today’s conference. You may disconnect your lines at this time. Thank you for your participation.

Exhibit 99.1 Page 10 of 10

PetMed Express, Inc. (PETS) CEO Matthew Hulett on Q1 2022 Results – Earnings Call Transcript

PetMed Express, Inc. (PETS) CEO Matthew Hulett on Q1 2022 Results – Earnings Call Transcript

PetMed Express, Inc. (NASDAQ:PETS) Q1 2022 Earnings Conference Call July 25, 2022 4:30 PM ET

Corporate Participants

Matthew Hulett – President and Chief Executive Officer

Bruce Rosenbloom – Chief Financial Officer

Conference Call Participants

Erin Wright – Morgan Stanley

Corey Grady – Jefferies

Anthony Lebiedzinski – Sidoti & Company

Operator

Welcome to the PetMeds Conference Call to Review the Financial Results for the First Fiscal Quarter Ended June 30, 2022. At the request of the company, this conference call is being recorded. Founded in 1996, PetMeds is your trusted pet health expert delivering prescription and nonprescription pet medications and other health products for dogs, cats, and horses direct to the customers. PetMeds’ markets its products through advertising and promotional campaigns, which directs customers to order online or by phone and which are intended to increase the recognition of the PetMeds brand name. PetMeds provides an attractive alternative for obtaining pet medication in terms of convenience, price, ease of ordering, and rapid home delivery.

At this time, I would like to turn the call over to the company’s Chief Financial Officer, Mr. Bruce Rosenbloom.

Bruce Rosenbloom

Thank you. And I’d like to welcome everybody here today. I would also like to remind everyone that the first portion of this conference call will be listen-only until the question-and-answer session, which will be later in the call. Also, certain information that will be included during this call may include forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995 or the Securities and Exchange Commission that may involve a number of risks and uncertainties. These statements are based on our beliefs as well as assumptions we have used based upon information currently available to us. Because these statements reflect our current views concerning future events, these statements involve risks, uncertainties, and assumptions. Actual results could differ materially from those projected. The company undertakes no obligation to update these statements based on subsequent events. We have identified various risk factors associated with our operations in our most recent Annual Report and other filings with the Securities and Exchange Commission.

Now let me introduce our CEO and President, Matt Hulett. Matt?

Matthew Hulett

Thanks, Bruce. Good afternoon and thank you for joining us for our fiscal 2023 first quarter call. As a reminder, PetMeds pioneered the online pet prescription business over 26 years ago. And this is a legacy of which everyone at PetMeds is very proud. As I approach the one-year mark, since taking over as CEO and President, I continue to believe that PetMeds is a terrific company with a talented and dedicated workforce, serving a large and loyal customer base that supports our vision that every pet deserves to live a long, happy, healthy life.

My commitment to all of our stakeholders is to be open and transparent, particularly as it pertains to our progress with engineering the transformation of this iconic company. Today, I will break the call into four themes. One, an update on our core business; two, an update on our partner strategy; three, a major change to our management team; and four, the progress on our business transformation.

So let’s start with an update on our core business. As we mentioned in our last call, we saw a slow start to flea and tick season due to seasonally colder temperatures, which continued into the early part of the most recent quarter. Due to the high concentration of our business in flea and tick and heartworm medications, the slower sales of these products in the month of April in particular had a material impact on the quarter. Once warmer temperatures returned to much of the country, stimulating more normal flea and tick and heartworm medication demand from pet parents, we saw the expected rebound of a repeat base later in the back half of the quarter.

First quarter sales were 70.2 million compared to sales of 79.3 million for the same period the prior year. And while we are disappointed with the overall sales results for the quarter, we are encouraged by the sales generated from our returning base of customers in mid-May and June. Adjusted EBITDA for the first quarter was down 10{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} year-over-year. We haven’t produced the results in net new customer growth but I remain optimistic that the combination of the new team, new media allocation and refreshed creative will start to stimulate profitable new customers.

Expanding from a business that was primarily optimized to market to existing customers to a business that also includes a focus on generating new customers will take some time. The slow start to our flea and tick season this spring also had an impact on our ability to attract new customers. There were simply fewer buyers for our seasonally sensitive product catalog. However, we did start to see improvements in new customer acquisition towards the end of the quarter.

We continue to invest in our infrastructure, including processes systems and people and you will note that general and administrative expenses increased on a year-over-year basis. These are very targeted investments which we strongly believe will grow long-term shareholder value. In fact, we have partnered with a number of well-seasoned third-party resources known and trusted by me and my team, particularly with regard to turnarounds to cost efficiently and quickly improve our ecommerce site delivery, usability testing, data analytics, capability and more. For instance, we have just enabled a new data warehouse that we call Pet House that gives us deep insights into our first party data that spans our 26 years.

On the marketing front, we’ve intentionally kept our variable marketing spin relatively flat year-over-year. Again, since April was slower due to unseasonably low temperatures, we determined that it wasn’t prudent to spend against lower demand. Our LTV to CAC number will be dynamic, but profitable as we test and learn. Our new customer count for the quarter was approximately 69,000 and our LTV to CAC for the quarter was 1.5.

To reiterate, we believe LTV to CAC is a more meaningful measure of the marketing value creation versus using PetMeds traditional [well as] [ph] metric. We expect to see this LTV to CAC number grow as we migrate more of our returning customers to our AutoShip subscription program. And as we expand average order value over the life of our customers.

Our AutoShip program continues to grow approximately 34{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} of our revenue was recurring revenue derived from our AutoShip subscription program during the June quarter. We will be announcing some exciting new enhancements to our subscription program that we will address later on. During our last earnings call, we discussed our recent investment in partnership with Vetster, a pet telehealth company that connects pet parents with licensed veterinarian professionals all over North America.

Today, we are even more excited about this partnership and are making a ton of progress on our go-to-market and partner integration. I will spend more time detailing the progress later on this call. We are rapidly moving on the execution of our pet health expert strategy with the first building block of the strategic pillar being telemedicine. We have many other initiatives and partnerships underway that we plan to disclose at a future date.

Lastly, I would like to announce a significant new addition to the team and executive to the company. Over the last several quarters, we spent a great deal of time discussing our new strategy, processes, product and people. In terms of people, we have invested in an expanded leadership team that has experienced with both digital transformation and scaling a company. We have added several new executives in the last six months.

I am pleased and excited the latest member of my team Christine Chambers who officially joins us as PetMeds new Chief Financial Officer on August 3, you will get the chance to hear from Christine on our next call. As of course she will be participating in our earnings calls going forward. Christine is a seasoned finance professional with extensive experience transforming public and private companies. She was most recently the Chief Financial Officer at Real Networks. Prior to this, Christine and I worked together closely when she was the Senior Vice President of Finance at Rosetta Stone Incorporated. She has extensive and relevant experience that I am confident will help PetMed start to regain growing market share. And I’m personally delighted that Christine is joining our executive team.

The Board of Directors and I would like to thank Bruce Rosenbloom for his myriad of contributions to PetMeds for over 20 years. With an intense dedication to the company, Bruce has made a substantial impact as the Chief Financial Officer for over 20 years. The Board of Directors and all of the team members of PetMed thank him for his service. Bruce will be officially staying on for several months in a consultative capacity to ensure a smooth operational handoff. Thank you, Bruce for all you’ve done.

Now let us dive deeper into the details with the presentation material. As always, we’d like to feature pictures of our customers and employees pets in our slide decks. You will see many original pictures throughout this presentation. Starting with this slide which features my dog Harry, a pet meds customer since he was eight weeks old. Let us start with a look at the current market and our perspective on the overall opportunity.

As we covered in our previous earnings calls, PetMeds operates in a very large and growing addressable market. The total U.S. pet market is over 100 billion in annual sales and it is expected to reach 120 billion by 2024. The addressable pet medication market where we participate today is approximately 10 billion and also growing rapidly. We’re actively working on improving and growing our core business and that addressable market, while also setting our sights on expanding our addressable market into the broader wellness market, which is estimated to be over 30 billion.

Today, we are one of the leading and most trusted pet pharmacies. PetMeds is also an important part of the strategy of many of the pet platforms and players in the industry. As I have learned, there are not many truly reliable online prescription providers for these pet platforms and players to partner with, which puts us in an enviable position. Our core asset and demonstrated competency around prescriptions enables us to move much more quickly to execute on a broader pet health expert strategy.

We also operate in a market that is growing with underlying behavioral trends that are favorable to digital retailers, and it is a great time to be in a pet business. We also know that the pet vertical is more resilient than other verticals when there’s a financial downturn. In particular, it is a great time to be a retailer that is focused on essential consumables. U.S. household pet ownership has increased over time and today, seven out of 10 U.S. households have a pet. In a post-COVID world most pet parents are going to need and will seek out health and wellness care provided by a trusted brand. PetMed is uniquely positioned to take advantage of this trend.

Pet parents see their pets as an extension of their own families and they are increasingly demanding more healthy pet care options. We see this as a positive trend for PetMeds, and an opportunity for growth. Similarly, aligned with the trends in human health pet parents are thinking through the entire spectrum of their pets care from diet to veterinary services, and from infancy through old age. While some well-known retailers enter the market by means of pet food first, and then expand it, PetMed started first in the most difficult RX end of the market, and we are now expanding out. To that end, we intend to move much more aggressively this year in expanding our product assortment and catalog. We see significant compounding upside in the form of increasing recurring sales, increasing customer loyalty and increasing share of wallet by providing a broader non medication product assortment to pet owners.

Lastly, the pandemic accelerated the increasing trend for the digitization of healthcare. Specifically in the pet market regulations related to in person veterinarian visits and prescription fulfillment were temporarily waived for the first time during COVID. And these services moved online in unprecedented ways. PetMed is ahead of the curve on this trend with our strategic partnership and investment in pet telemedicine Vetster. With this groundbreaking partnership, we believe we are enabling the first real mainstream pet telemedicine platform and the one that will prove to be an accelerator of widespread adoption of pet telemedicine.

During the last earnings call, we discussed some key PetMed differentiators. I want to reiterate those because they are important and I believe they provide a real edge for a company’s transformation. First, our brand is both widely known and trusted. Our own market research indicates that 55{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} of U.S. pet parents are aware of the PetMeds brand, having a strong brand takes years to develop and our customers look to PetMeds as their trusted pharmacy and pet medication expert. We will be leaning more into the brand in our external communication with more dynamic and relevant messaging and new channels to take advantage of our large brand goodwill.

Second, we have strong operational and quality efficiency as a pharmacy. The customer care integration with our pharmacy is world-class, which ensures that customers get their products delivered as promised quickly and accurately. Additionally, our vet partners reliably receive quality service delivered through our vet platform. We will be looking to expand our vet network and provide enhanced service to them with new technology delivered through our partnership with Vetster.

Our deep experience with the vet community is a significant competitive advantage. We have one of the largest direct to consumer vet networks in the online retail space with over 70,000 veterinarians that we have worked with over the company’s history. Currently our online vet portal has 17,000 active veterinarians and vet clinics. As I said in early earnings calls, this is a core capability and a unique asset because it enables us to expand our fulfillment capability as we scale our business.

Our intent is to drive incremental revenue through a powerful platform offering to our vet partners in the near future. We view vet as our partners in jointly providing a greater array of pet health services to pet parents, to that end we will continue working together holistically to improve that ability to care for pets. Ultimately, we believe if we help vets the profits for both the vets and for PetMeds will follow.

Our pet pharmaceutical category expertise is something I view as a towering strength. Many retailers can sell dog food but few can provide medication and sound health advice at scale. As I’ve said before, being a differentiated pet medication provider allows PetMeds to excel in our health and wellness offerings and continue to be viewed as trusted Pet Health experts especially as the market continues to become even more competitive.

PetMeds currently enjoys a close and strategic bond with our many supply partners, and those relationships have developed over time to become even more strategic. We have direct relationships with all of our major suppliers and have worked together closely to effectively market their products to our customer base. Our customer service and overall customer centricity ethos permeates our culture and is demonstrated throughout our team. We provide 100{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} satisfaction guarantee, and we go the extra mile for our customers with truly empathetic and expert service. We don’t just have a transactional interaction with our customers, we have built trusting genuine relationships, our customers view PetMeds as a trusted pet health expert, and we take that responsibility seriously.

I recently had the pleasure of receiving an email directly from a customer concerning a phenomenal interaction with one of our Customer Care reps. Here’s what they had to say. Dear Mr. Hulett. The purpose of my letter is to bring your attention to my experience with a member of your team Jennifer, during my call with your company yesterday. Having the need to reorder Riley’s my dog monthly med, I called your company yesterday and was connected to Jennifer, for a knowledgeable professionalism and patience with me were outstanding. Being disabled without income and living on my savings. I had a lot of questions about different meds and the different ways I might be able to save some money. I’m sure my time with Jennifer probably extended past company policy regarding time, as most places you call, they rush you on and off the phone only wanting to take an order and get to the next customer. This was not the case. I had a lot of questions. And Jennifer was so patient and kind and assured me she was there to help me and that she was going to do it.

For time with me on the phone yesterday was at a great example of a dedication to PetMeds, and her love for helping others. I’m very impressed and thankful for her time and patience with me. Again, thank you for your company’s outstanding service. With the many different choices that are available to us to choose our med for our animals. I can tell you, it’s the folks like Jennifer that will keep them coming back. Should I have an opportunity to refer others be assured it’s PetMeds where I will be sending them to.

Jennifer is a perfect example of our employees dedication to our customers and their pets well being. And I’m delighted to share this story and recognize Jennifer and all of her colleagues for their exemplary customer service. PetMeds has historically been a somewhat low growth, yet high dividend-based company and we are proud to have created in return so much value to our shareholders. We are intent, however, upon becoming a higher growth company to create even more value, and we believe we are in a great position to do that. PetMeds is profitable with a pristine balance sheet. We do not have any debt. We have approximately 105.4 million in cash and cash equivalents as of June 30, 2022, and we are cashflow positive.

PetMeds is moving much of our business from a transactional direct-to-consumer model to a subscription business. subscription businesses are clearly compelling business models due to their predictable and stable recurring cash flows. As I mentioned at the beginning of the call, we ended the June quarter with approximately 34{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} of our customers enrolled and ordering via our AutoShip and save subscription program. We continue to have a large base of returning customers, which is an indication of the quality service and the value that we deliver. We are fortunate to have a large base of 2 million pet parents that have purchased from us over the last two years.

We have over 26 years of experience as a pure play pet pharmacy, fully licensed in 50 states delivering outstanding service and value. This domain experience is what I would call the more complicated part of the pet ecosystem, which makes our progression into other segments much easier. Our customers just love our brand and our service. Our NPS score is over 80 which puts us in the upper quartile along with some of the most beloved brands in the world.

Now, I’d like to have Bruce review our financials for the quarter.

Bruce Rosenbloom

Thanks, Matt. During the review of our financial results, we will compare our first fiscal quarter which ended on June 30, 2022 to last year’s quarter that ended on June 30, 2021. I would also like to highlight that we introduced new non-GAAP financial metrics during our last fiscal year, adjusted EBITDA and adjusted EBITDA per share. We decided to include these new metrics because they are key measures used by management and by our Board to evaluate our operating performance, generate future operating plans and make strategic decisions regarding the allocation of capital.

Additionally, adjusted EBITDA and adjusted EBITDA per share, provide a more accurate picture of our underlying profitability and also take into account the more recent increases in non-cash stock-based compensation and other expenses. Throughout our most recent fiscal year, we faced a unique situation comparing two totally different environments between 2020 pandemic and 2021 mostly post-pandemic. As we move forward into our current fiscal year, the year ending March 31, 2023, with our new marketing partnerships, agencies and processes, we expect to be much more efficient with our variable marketing spend with improved results, and with many of our highlighted initiatives firmly in place.

For the current year, first quarter sales were 70.2 million, compared to sales of 79.3 million for the same period in the prior year, a decrease of 11.5{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc}. As Matt mentioned earlier, while we were disappointed with the sales decline year-over-year, we were encouraged by the sales trends we saw later in the June quarter. Reorder sales decreased by 7.8{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} to 63.3 million for the quarter ended June 30, 2022, compared to reorder sales of 68.7 million for the same quarter the prior year, using a consistent 36-month definition of a new customer.

With the increasing AutoShips subscription adoption, we see more opportunities to continue to build our relationships with our loyal customer base. We will also look to continue to improve our reorder sales by marketing to our customer base with increased product offerings and services.

During the June quarter, we made a change to the methodology of how we calculate the percentage of revenue that was generated by our AutoShip and Save program. Going forward, we will report AutoShip net of discounts and credits. And we will also report the average of our AutoShip attainment over the quarter versus the last month of the quarter. Please note that this change to the calculation resulted in a decrease to the AutoShip percentage that was previously reported by only a few percentage points. We believe that this change reflects a more accurate representation of our subscription business for stakeholders to gauge its performance.

We are encouraged by the adoption of this program, and have seen an increasingly positive trend over the last several quarters since we launched this program. For example, our quarterly AutoShip percentage increased from 20{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} in the December quarter to 31{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} in the March quarter, and averaged 34{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} for the most recent quarter ended June 30, 2022.

For the first quarter of fiscal 2023, our gross profit as a percentage of sales increased by approximately 95 basis points to 28.4{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} compared to 27.5{35112b74ca1a6bc4decb6697edde3f9edcc1b44915f2ccb9995df8df6b4364bc} for the same period a year ago, as some of the major manufacturers shifted their funding from cooperative marketing rebates and discounting product costs to funding discount promotions, which support our AutoShip and Save subscription program. There may be an opportunity to improve gross margins in fiscal 2023, if the shift to prescription medications continue and we can grow future sales with appropriate price promotions.

Net income was 2.8 million or $0.14 diluted earnings per share for the first quarter of fiscal 2023 compared to 4.4 million or $0.22 diluted earnings per share to the same quarter last year. Adjusted EBITDA for the first fiscal quarter was 6.3 million, or $0.31 on a diluted basis compared to 7.1 million or $0.35 on a diluted basis for the same quarter last year.

Adjusted EBITDA and adjusted EBITDA per diluted share, add back certain non-cash expenditures, including stock compensation, interest income and expense, income taxes, depreciation and amortization and other expenses, like the investment banking fee related to the Vetster partnership. Again, adjusted EBITDA and adjusted EBITDA per share our non GAAP key measures used by management and our Board to evaluate our operating performance, generate future operating plans and make strategic decisions regarding the allocation of capital.

We will continue to disclose these financial measures in our future filings. As a result of the intentional and strategic investments in headcount and infrastructure made over the past year. We have seen double-digit percentage increases in general and administrative expenses. We strongly believe these investments are necessary for our transformation, and we intend to continue to make prudent investments in the business to fuel and support future growth.

In the June quarter, we spent approximately $982,000 in capital expenditures with the majority of the spend related to the customization of our ecommerce platform and our new data warehouse. We expect to see a continued investment in capital expenditures to the tune of approximately $4 million for the remainder of fiscal 2023, which will be utilized to further customize our ecommerce platform and IT infrastructure. We had 105.4 million in cash and cash equivalents and 22.6 million in inventory with no debt as of June 30, 2022.

The company continues to be committed to returning capital to our stockholders as such, the Board of Directors declared a quarterly dividend of $0.30 per share on the company’s common stock that will be payable on August 19, 2022, to shareholders of record at the close of business on August 12, 2022.

Also, please note that the declaration and payment of future dividends is discretionary and will be subject to a determination by the Board of Directors each quarter.

Now, I’d like to hand the presentation back over to Matt.

Matthew Hulett

During our last earnings call, we revealed our long-term strategy with some degree of specifics. PetMeds is moving from being just a leading pet medication retailer to being a market leader and expert pet healthcare. We envision a world where the majority of vet services and pet care move digitally. We’re in the early days of this digital transformation, but it is coming rapidly. We believe that a digitally enabled and data driven future will be the preferred mode of delivery for pet parents.

We have taken important steps towards executing on our long-term strategy, starting with our recent announcements that we’ve made in the telemedicine space. The strategic pillars that will be executing on are nutrition, medications, wellness and care with data both driving and being at the heart of our services. Our recent announcement with Vetster is the first building block of our care offering. During the last call, we discussed how this partnership is a real unlock in both technology and ecommerce integration which provides a powerful combination that has never been introduced in the pet category. We see a panoply of upsides and opportunities including first mainstream launch, we believe we’re the first company to introduce pet telemedicine to the mainstream connecting 2 million pet parent customers with over 70,000 veterinarians in the PetMeds network. Close the Loop, direct Connect access to a telemedicine experience that closes the loop between the pet parent and is that so that the prescription medication can be prescribed directly to a pet parents in many cases without the need of an in office visit new revenue streams. This partnership creates new revenue streams within PetMeds and the potential for new revenue streams from traffic driven from investors platform.

Go-to-market acceleration, unique investment in partnership terms allow pets to accelerate or go to market on our new strategy. For example, PetMeds will leverage the Vetster platform to provide virtual vet clinic services embedded with our pet medication and retail platform directly into their platform.

Climbing up the sales funnel, we believe that offering telehealth will enable us to acquire new customers and to create more incentives for PetMed subscribers. PetMeds customers will be able to get instant care whether that is via text or live video chat with your vet, or with any vet provider through an exclusive to that marketplace access on your smartphone or desktop 24/7.

Veterinary Alliance, we think that this partnership is a huge win for vets too. We believe this partnership will allow us to provide attractive capabilities and additional revenue streams and work flexibility to our core vet network and beyond. Since signing our agreement just several months ago, we have already moved very quickly towards integrating PetMeds and Vetster’s core technologies. We have already integrated two services in each other’s platform which include PetMeds integration.

PetMeds catalog Rx and ecommerce capability is now directly integrated into that stir. That means that now for any customer that has a direct veterinary relationship or resides in a state that allows for digital prescription fulfillment, any bet on investor will be able to triage, diagnose and then prescribe medication directly from a computer or mobile device. This level of integration happens directly as a virtual appointment. The data from the prescription and the overall appointment is integrated into the pet parents personal pet health dashboard. This innovation means that as virtual care increases for pets, PetMeds can become the engine that powers the ecommerce transaction behind this trend.

Vet Live is a new experience that we’ll be rolling out over the next several months. And the first of many services that we’ll be launching over the quarter. Vet Live is an exclusive veterinarian marketplace, integrated directly inside the PetMeds. Vet Live connects pet parents to 1000s of licensed veterinarians ready to provide the best online vet services through video chat appointments 24/7. I think about virtual care the way some entrepreneurs thought about the App Store as a potential to reach out to a global audience instantly. The companies that didn’t have the foresight to take advantage of a platform change like this missed out on a huge value unlock. Direct access to an exclusive network of extraordinary vet care providers is a very high engagement and high value proposition for pet parents. And we believe this will be a very sticky offering. And this is just one of many examples of how we believe we are building a very compelling platform for the next big trend in pet health.

We have made substantial and measurable progress on our transformation of the business over the last several quarters, and we remain laser focused on execution. Now that we have the majority of the new people process and strategic elements of the business underway, here’s what you can expect from us over the next couple of quarters in terms of our organic and inorganic growth focus.

Improvement in new customer growth. We will be expanding and accelerating our new customer acquisition efforts, which are critical to our long-term success. Continued migration of our business to a recurring subscription model. More active deployment of our capital. There are exciting opportunities for us to leverage capital to accelerate our transformation through investments, partnerships and acquisitions.

Full rollout of our pet telemedicine capability into the market. We will start to execute on the deployment and expansion of our integrations and partnership with Vetster. Expansion of product catalog and services. This includes a much wider product assortment, as well as adding more health and wellness services to our business.

Commitment to ESG. This year, we initiated our environmental, social and governance commitment. A great example of this is our Ukraine pet relief effort that we launched with IFA, as well as our longtime continued support of many U.S. based pet rescue and humane organizations. PetMeds firmly believes that we cannot consider ourselves successful as a business, if our team members, our communities, and our planet do not thrive as well.

Our strategy is still in the early stages of development at the heart of our commitment is getting back the pets, people in our planet. I can’t stress enough that it takes time to transform the company, especially in a highly competitive market and in an uncertain economic environment. But our market opportunity is clear and it is compelling. I’m confident that the foundation that we have been laying will meet that market opportunity in unique and innovative ways and will lead to increased operating results in shareholder value. PetMeds brand expertise and reputation are unparalleled. our balance sheet is strong. Our team is fantastic. And I am more excited about the future than ever. This ends our prepared remarks. Operator, we are now ready to take questions.

Question-and-Answer Session

Operator

Thank you. We will now be conducting a question-and-answer session. [Operator Instructions]. Thank you. Our first question is from Erin Wright with Morgan Stanley. Please proceed with your question.

Erin Wright

Hey, thank you for taking the questions. Can you give us an update on where we stand now with the flea and tick season? Were those sales just last or does it shift to the next quarter? And what are you seeing now on that front? And I think he used to give that quarterly seasonal weighting of what were considered seasonal products. I guess what does that cadence look like? Or what do you expected to look like this year compared to historical trends from a seasonal mix perspective? Thanks.

Matthew Hulett

Hi, Erin. This is Matt. Thanks for the question. Great to hear from you. A couple things about the quarter. It started out pretty slow, especially compared to March and we indicated that that March was slow due to seasonality around the temperatures being cold and it continued in April. And then it really progressively rebounded on our returning business through May through June and continues through July. So we’re pretty confident that parasiticide business of PetMeds is recovering very nicely. And that kind of maps to what we’ve seen in other supply chains and other partners that we’ve talked to.

And it’s very similar to what we’ve seen in subsequent historical practices in the business. Since we’ve been around for 26 years, we have some, a lot of data around this. To answer your question or point away, we use this as an extension to the season. It’s typically a six months season, we’re heavily weighted towards flea and tick and heartworm, and so we view the season being extended out versus contracting. Bruce, do you have any other follow up comments?

Bruce Rosenbloom

No, Matt. I think you covered everything there.

Erin Wright

Okay. Got it. Thanks. And then, more broadly, how are you thinking about pet spending in a tougher macro backdrop? And are you seeing any changes in customer behavior, for instance, in terms of trade down on products? Or pet owners moving from six months flea and tick packs to three months? Or has anything else changed or would be indicative of a change in consumer?

Matthew Hulett

Yes, Erin, great question. And we hope to change it in the future. As you know, we’re highly medication heavily Rx focused. And the good news about that is customers are very brand specific and brand loyal intend to not trade down. Maybe seen a little bit of impact on people trading down in terms of dosage, but not much. In the least this category, we’re seeing, not a lot of movement there. I think as we start thinking about broader consumable products, maybe food and other items, we’ll see some of that trade down. But in terms of brand loyalty to Rx, in particular, we have not seen a trade down behavior. Bruce anything to add there.

Bruce Rosenbloom

Historically when times have been tough, and again, I’ve been with the company’s through a few different downturns. You may see pet owners, instead of buying a six month supply, buying a three month supply, so a trading down from that perspective or stretching out that medication. We haven’t seen that yet. But that’s some behaviors we have seen in the past. So just something that we’ll keep tabs on, but as of right now, the data has not shown any significant changes.

Erin Wright

Okay. And one, just housekeeping question. Did you give new customer growth or total new customers acquired in the quarter?

Matthew Hulett

We did 59,000.

Erin Wright

Okay, got it. Thank you.

Matthew Hulett

You bet and add on to that Erin. And since we are still highly concentrated to Rx, particularly flea and tick and heartworm. April, just to be blunt, was not a great month to be acquiring those customers since the earth was pretty cold. So we were pretty, getting very optimistic actually, about our new customer acquisition initiatives underway, especially later in the quarter. So we expect to see good improvements throughout our calendar year and new customer acquisition. We’re getting more optimistic there.

Erin Wright

Okay, thank you.

Matthew Hulett

Thanks, Erin.

Operator

Thank you. Our next question comes from Corey Grady with Jefferies. Please proceed with your question.

Corey Grady

Hi. Thanks for taking my question. I wanted to follow up on your customer acquisition and ship initiatives. You tested new creative across the new channels during the quarter. Can you give us any more detail on results we’re seeing so far and where you are in terms of the marketing transformation?

Matthew Hulett

Hey, Corey. This is Matt. Thanks for your question. Thanks for hosting us recently in your conference. It was fantastic. I won’t go into the specific channels. But I think in a meta macro level, we’re definitely seeing rates get to more normal and/or in some cases, lower rates year-over-year, which is great news, which you typically see in some environments to get more macro challenge. But definitely on the performance marketing channels, we’re definitely seeing more stabilization, some cases, reduction of rates. Some channels are still high. I think we all know the issues around social but we’re definitely seeing a rationalization in rates is, I think growth oriented companies have readjusted how they think about their media mix. I think that is only going to be a net beneficiary for PetMeds.

And then that’s kind of the macro. The micro on us is, as you know, we spent some time talking about this app, PetMeds for a long time is focused on lower the funnel, aka performance marketing to its returning base. And since we had a new CMO and new partners starting about six months ago on a new strategy, we’ve definitely moved that shift to lean more into our brand and we’ve seen really strong results there. We expect those to continue and over this calendar year, we expect to see net new customer growth due to those efforts, and we’re feeling more optimistic about them. Did that answer your question, Corey?

Corey Grady

Yes, it did. It’s really helpful. And then for my second question, I just following up on the flea and tick, so given the known kind of flea and tick weakness coming into the quarter, how did reorder sales come in relative to your expectations? And then have you guys seen any change in seasonality to the vet industry that would typically precede a change in your reorder business?

Matthew Hulett

Yes, Corey, thanks. Thanks a lot for that. I will answer the first question first. With [indiscernible] April, how was I feeling about the quarter, I wouldn’t have been very optimistic, and then subsequently May and June got a lot more optimistic. So the quarter recovered to where we were expecting it to be and that continues into July on the returning side. Again, the new customer acquisition side was a little slow to warm up because the buyers weren’t there. And in terms of the vet cycle, we do tend to look a lot like the vet cycle, in terms of concentration of revenue. But also, the pattern for consumers with PetMeds is that the vet typically gets the first prescription and we get the secondary. We actually haven’t seen that as much as things are starting to recover that we are starting to see the similar cycles, even with the seasonality with colder temperatures. So don’t think that’s going to be much of a headwind for us as we come into this next quarter. Corey, I don’t know if that answered your question or not?

Corey Grady

It did. That’s helpful. Thank you.

Operator

[Operator Instructions] Our next question is from Anthony Lebiedzinski with Sidoti & Company. please proceed with your question.

Anthony Lebiedzinski

Yes, good afternoon. And thank you for taking the question. So as far as if I look at the traditional way of how PetMeds talk about advertising and new customer acquisition costs. So that was looks like about $92 for the quarter. How should we think about that number kind of going forward? I know, Matt, you’ve talked more about LTV to CAC. But I guess just for all us, old timers, we’ve covered the stock for a long time. How should we think about that on a go forward basis?

Matthew Hulett

Anthony, you’re referring to $92 is the absolute number for CAC.

Anthony Lebiedzinski

Right, yes. So if I take the advertising dollar amount divided by the number of new customers, which was just as close as far as 69,000, you said, so that comes out to $92?

Matthew Hulett

Yes. I just want to make sure we’re looking at the same sheet. In terms of the absolute number for CAC, we’re actually are feeling better about that, if you’re asking a directional question. So it’s been higher forces, my first stint as CMO for the business wasn’t the best quarter for CAC for the company. And we handed that to a more [impressive] [ph] CMO, but the CAC number for us is stabilized, it’s actually decreased a little bit due to this media mix. So on a go forward basis, we’re not thinking about and targeting CAC as a metric that we talk about. But since it’s easy to calculate, it’s actually been relatively stable and going down. The LTV number has been pretty stable as well. But we hope over time with recurring revenue and a broader catalog that just goes up because we get more opportunity to sell more products and get more engagement and a broad array of products. So I think LTV goes up over time.

And then I think right now Anthony, to answer your pointed question, I think $92 or maybe a little bit lower over time, it’s been going down as we’ve gotten smarter about our media mix. And also I think the current macro environment hasn’t been increasing as much which is worried us in the past. So I hope that’s helpful. We don’t pay good. I can’t predict what absolute number is going to be other than we’ve seen market improvement month-over-month, week-over-week and starting to stabilize in terms of price increases, so we’re feeling better about the CAC environment.

Anthony Lebiedzinski

Okay, that sounds good. Okay. So and I know it’s still early as far as a relationship with Vetster, but can you give us any sort of color as far as — I don’t know if you want to talk about the specifics, but as far as customers actually — your own customers using Vetster or vice versa. And Vetster customers using PetMeds to fill their orders, so can you give us any sort of additional color or details on that?

Matthew Hulett

Yes. And the first integration we did was to embed PetMeds as a private label inside of Vetster. Vetster is a startup. So really, they have a small amount of traffic right now. But it was a good “Watson Are You There” moment to determine whether it works or not, and A it works and B, customers are really delighted by the overall service. And I encourage everyone who’s listening to try, it’s really fantastic.

Secondarily, the big launch for us where the volume will start increasing and also getting more exposure on the site, and our mobile products will be Vet Live. And Vet Live will be the Vetster marketplace private labeled inside of our PetMeds properties. And that will come in the next several months, that’ll be the opportunity for us to really do some interesting things. The first part is just to engage with a pet telemedicine appointments live on the site. The secondary component is there’s a whole host of other sub services, we’re going to be launching, some will be an AutoShip, and the others will be extended from their current platform. But the first goal is to get, let’s say in the next several months Vet Live up to our current customers. And then we’ll start seeing a lot of a lot of usage there, Anthony.

So first things first, we launched in at work. The second point is PetMed should be getting that up live on our property in the next three months.

Anthony Lebiedzinski

Okay. And then lastly, for me, so unlike a lot of other consumer companies, where they’re dealing with bloated inventories, your actual inventory is lower than last year and lower than sequential basis. So that being said, I mean, do you feel like you have adequate inventory. Of course, there’s still ongoing supply chain issues that we’re hearing from other companies. So can you just talk about that as well?

Bruce Rosenbloom

Yes, Anthony. I’ll take that question. This is Bruce. Our inventory fluctuates from time-to-time, mostly due to opportunistic opportunities as far as buying. And we mentioned in the last call, at the end of the March quarter, we had an opportunity to take on additional inventory to reduce price. So we went ahead and pursued that. So we definitely were stocked up as of March 31. And sales, although recovering through the quarter, we’re still fairly slow in April. So I was saying the inventory levels where they are right now, around 22 million to 23 million, that’s probably a normalized level, maybe a little bit lower than maybe in past seasons, but not too long from where we’d like to be. And since we do have direct relationships with the manufacturers, lead times are cut really short based on how we used to procure. So no concern there, we are always going to be opportunistic, if there’s going to be enough that we have an opportunity to buy at a reduced cost. We’ll take advantage of that. And those usually come up usually traditionally at the end of the year, so around 12/31. So we’ll see how it shapes up. But there’s an opportunity. We’ll, take advantage of it.

Anthony Lebiedzinski

All right, terrific. All right. Thank you, Bruce. And thank you, Matt.

Matthew Hulett

Thanks, Anthony.

Operator

Thank you. Our question-and-answer portion of the call has ended. I would now like to turn the call back to Matt Hulett, the company CEO for his concluding remarks.

Matthew Hulett

Thank you, operator. As you just heard, the future of PetMed is much more expansive than just a prescription ecommerce company. We were building our strategy out and working hard to transform into a broader ecommerce and a subscription brand that reflects and leverages our status as a trusted pet health experts. I will continue to detail our progress and look forward to providing you with updates in the not too distant future. As always, thank you to all of our employees, customers, partners, suppliers, and investors for your continued confidence and support. Thank you for listening. And operator, this ends the conference call.

Operator

This concludes today’s conference. You may disconnect your lines at this time. Thank you for your participation.