This case tells the story of education-technology entrepreneur Paul Freedman and the company he founded in 2007, Altius Education. The case briefly describes the history and landscape of higher education in the US, and provides examples of various changes and recent notable industry innovations that had taken place. Specifically, the case highlights the important role of accreditation (and Title IV funding) in higher education and how such a strong non-market force can pose serious challenges to industry disruption and innovation. Freedman founded Altius Education to make the possibility of a high-quality, affordable higher education attainable for more students, specifically part-time and working students. Altius entered into a joint venture with liberal arts college Tiffin University in Ohio to create Ivy Bridge College, a for-profit, accredited, two-year online associates degree program. Ivy Bridge offered its students success coaching and automatic transfer into bachelor's degree programs through articulation agreements with traditional four-year colleges and universities. Altius served as the online program manager (OPM), responsible for the non-academic and technical aspects of the program, whereas Tiffin handled all aspects of the academics, curriculum design, and instruction. Years later, several events took place that led to the closure of Ivy Bridge College and the end of Altius Education. The case discusses these events and the role of non-market forces in Altius' journey.

This case describes the rapid shift to a virtual care model at Stanford Health Care following the onset of the COVID-19 pandemic in March 2019. SHC's quick pivot allowed caregivers to continue to monitor, diagnose, and treat patients, while also preventing the spread of disease within SHC facilities. Financial considerations and insurance reimbursement issues are covered, and the case concludes with the discussion of a post-pandemic strategy for the long-term use of telehealth at SHC. The case also discusses the history of the telehealth industry.

This case details the story of two of Wild Earth's cofounders on their three year journey since starting the plant-based dog food company in Berkeley, CA. It highlights several ups and downs relating to product creation, fundraising, and pricing and distribution issues. The case focuses on several critical decision points the founders faced, and ends with an open ended question regarding the need for a subsequent financing and what path forward the company should pursue.