20 connected strategy in the healthcare industry its program until later on in the company’s history; Joyable did not market its program with much data-driven evidence.43 Both Lantern and Joyable primarily fulfilled a respond-to-desire customer relationship and served as connected producers/connected market makers. Additionally, both com- panies seem to have made three critical mistakes in pursuit of their connected strategies: 1) did not invest in studies to demonstrate its value to drive consumer WTP; 2) did not consider the best revenue model approach to build upon its connected strategy; and 3) did not expand offerings/services to deepen relationships with consumers by incorpo- rating more connected elements in the customer relationship and architecture. While these two companies illustrate some of the challenges and failures of companies in the mental health space, there have been some recent successes, particularly due to the exacerbated mental health crisis in our country caused by the COVID-19 pandemic. For example, Ginger.io, a digital health company that provides on-demand access to mental health support coaches, just recently received acceptance by health insurer, Cigna, one of the largest insurers in the US. Ginger.io was founded in 2010, but has struggled to be- come a covered benefit by large, national insurers throughout the history of its company. Cigna’s decision to offer Ginger.io as a benefit to all of its 14 million members this year is a significant milestone for the company; Cigna is the first national health plan to cover its services.44 The pandemic may be the tailwind that the mental health space needed to gain increased interest in these programs/services by insurers and employers, giving hope for future successes and scale for these digital health companies.  43 https://joyable.com/what-you-get 44 https://medcitynews.com/2021/04/cigna-covers-gingers-mental-health-app-as-in-network-benefit/