I began this third part of the book by looking at business model evolution in the habitat with which most life science companies are familiar and to which they are best adapted, namely that in which companies choose to compete by selling technological innovations to government payers. Then, in the following section, I moved on to explore the adjacent habitat where fi rms might thrive by selling technological innovations to affl uent patient payers. I argued that this hitherto negligible part of the market was growing quickly and inexorably because our technological capabilities are growing faster than our governments’ capability to pay for them. Further, I argued that business models that were truly technologically innovative would probably never compete signifi cantly in the Beyond Reach trough of poor patient payers because that habitat could not provide suffi cient riskadjusted return on investment.