{"type":"rich","version":"1.0","provider_name":"Transistor","provider_url":"https://transistor.fm","author_name":"Care, Code, and Capital","title":"\"Delusional\" Enough to Build Something Real with Efriam Weinfeld","html":"","width":"100%","height":180,"duration":2925,"description":"This is not a polished success story. It's the real one.\nWhat does it take to build a healthcare company from nothing in the aftermath of a once-in-a-century pandemic? For most people, the answer would be: probably more than you have.Efraim had less than most. No pre-built portfolio. No safety net. Two facilities that nobody else wanted to touch. And a name for his new company rooted in the Hebrew word for \"to ascend\" -- because even before the first resident walked through the door, he had already decided this thing was going to rise.In Episode 3 of Care, Code, and Capital, Dan Brody sits down with Efraim, founder and CEO of Aliya Healthcare, for one of the most honest, wide-ranging conversations we've had on this show. They go from Efraim's earliest days as a 20-year-old pharmacy tech figuring out the industry, all the way to navigating million-dollar losses, crisis-level self-doubt, and the moment everything turned around because a pipe burst in a building across town.\n‍How Efraim Got InHe'll tell you himself: nepotism got him in the door. But what he does with that admission is more interesting than the admission itself.Efraim came back from Israel with no particular plan, enrolled in a pharmacy tech job, and set his sights on working his way up the honest way. That lasted about a year -- until the owner's son walked in on day one and landed a $70K salary and a floor manager title without ever having seen the inside of a pharmacy. That was the moment Efraim picked up the phone and called his family in long-term care.\"Pride does not pay the bills,\" he says.What happened next was the education that shaped everything. Because he was always the \"extra person,\" Efraim got cycled through every department every time someone quit or got fired. HR, admissions, operations, finance. Not as an executive observer, but as someone who had to actually do the job, sometimes before he understood what the job was.He calls it \"baptism by fire.\" Dan draws a parallel to Zappos,...","thumbnail_url":"https://img.transistorcdn.com/whNnoJXQHohk8JJ9r7g9Szvqjzq7CVaCz_kRxJOE1cU/rs:fill:0:0:1/w:400/h:400/q:60/mb:500000/aHR0cHM6Ly9pbWct/dXBsb2FkLXByb2R1/Y3Rpb24udHJhbnNp/c3Rvci5mbS82MmMx/ZmVjNzZiZmQ2NjI4/M2IyMTE4NGJkY2Rk/MTI4NS5qcGc.webp","thumbnail_width":300,"thumbnail_height":300}