---
description: Pear Therapeutics bankrupt despite having first FDA-authorized PDTs and Akili acquired for 34 million and Woebot shut down because the pharma reimbursement model requires pricing power that software cannot sustain against near-zero marginal cost
type: claim
domain: health
created: 2026-02-17
source: "Managed Healthcare Executive Pear bankruptcy analysis; STAT News DTx business model pivots; MedTech Dive Akili acquisition; STAT News Woebot shutdown July 2025; PMC DTx lessons 2025"
confidence: proven
---

# prescription digital therapeutics failed as a business model because FDA clearance creates regulatory cost without the pricing power that justifies it for near-zero marginal cost software

The prescription digital therapeutics (PDT) model attempted to replicate pharmaceutical business logic -- FDA clearance followed by insurance reimbursement -- without pharmaceutical economics. All three flagship companies collapsed:

**Pear Therapeutics** filed for bankruptcy in April 2023 despite having the first FDA-authorized PDTs (reSET, reSET-O for substance use disorders, Somryst for insomnia). CEO Corey McCann's epitaph: "Payors have the ability to deny payment for therapies that are clinically necessary, effective, and cost-saving." Assets sold at auction for $6.05 million. **Akili Interactive** abandoned its prescription model for EndeavorRx (FDA-authorized video game for ADHD), cut 46% of its workforce, and was acquired for $34 million -- a fraction of its prior valuation. **Woebot Health** shut down its therapy chatbot in June 2025 despite FDA Breakthrough Device Designation; founder cited the cost of FDA compliance and absence of regulatory pathways for LLM-based interventions.

The failure modes are structural, not execution-specific: (1) payors had no established pathway for covering software-as-treatment, so coverage was slow, inconsistent, and low-reimbursement; (2) FDA clearance costs millions but produces a product replicable at near-zero marginal cost, removing the pricing power that justifies pharma's regulatory investment; (3) unlike a pill, DTx requires ongoing patient engagement -- a retention problem medications don't face; (4) no distribution infrastructure equivalent to pharma's sales reps and formularies existed.

Digital therapeutic concepts survive in three forms: embedded in platforms (CBT content in Headspace, Calm), bundled with human clinicians (Lyra, Spring Health avoiding standalone reimbursement), and through value-based care arrangements rather than fee-for-service. The prescription-only model as a standalone business appears definitively dead.

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Relevant Notes:
- [[the mental health supply gap is widening not closing because demand outpaces workforce growth and technology primarily serves the already-served rather than expanding access]] -- DTx was supposed to help close the supply gap but the business model failed before it could scale
- [[social isolation costs Medicare 7 billion annually and carries mortality risk equivalent to smoking 15 cigarettes per day making loneliness a clinical condition not a personal problem]] -- social prescribing may succeed where DTx failed by operating outside the pharma reimbursement model
- [[the healthcare cost curve bends up through 2035 because new curative and screening capabilities create more treatable conditions faster than prices decline]] -- DTx could have been deflationary but the business model collapse removed it from the cost equation
- [[WHOOP subscription-only wearable model generates $260M revenue but trails Oura at half the revenue and a third the valuation because fitness-first positioning limits the addressable wellness market]] -- WHOOP's FDA defiance on blood pressure parallels DTx's cautionary tale: regulatory engagement without matching business model economics

Topics:
- health and wellness
