- 1.Summary Current referral scheduling process in healthcare is
arcane, slow and inefficient Bad for the patient, nurse, doctor,
and health system We facilitate, track and influence the whole
process online 3 minutes vs. 3 days Were raising $500k to execute
on 3 already identified paying customers for the next 18 months
TriStar has committed $300k of raise Weve already generated over
$120,000 in revenue, and have a royalty bearing license with major
HIT co Bad Process We fix it, and then some Raised$300 k/$500k
round Already$120 ,000+ in revenue, plus royalty
2. Team Founder, President, and Software Engineer Jon Gautsch
Notre Dame CS 2014 Created and licensed product in 6 months
Sales/Marketing Michael Dean Notre Dame Science-Business 2010
Previously top performing regional sales manager at Arteriocyte,
Inc Software Engineer #2 Actively interviewing Ruby on Rails
developers with 15+ years of software development experience 3.
Team: Advisors Dr. Harry Jacobson Former Vanderbilt Medical CEO
Grew Vandy from $750M/yr to $2.5B/yr Dr. John Doulis CIO of Medcare
Investment Funds ($1B) CEO of Artemis (EMR co) Won Clinical
Informaticist of the year in 2012 Christopher Rand Founder/Partner,
Tristar Technology Ventures Founder of Vertex Clinical Innovations
Previously ran tech transfer for Vanderbilt Dr. Nitesh Chawla
Founder and Chief Data Scientist at Aunalytics Computer Science
professor at Notre Dame Director of Interdisciplinary Center for
Network Science at ND Dr. Thomas Gautsch Johns Hopkins trained
Orthopedic Surgeon 4. Problem: Statistics 60-70% of referrals go
unscheduled 68% of specialists receive no patient info from PCPs
25% of PCPs do not receive timely info post-referral Providers
spend $20 in labor per document 1 in 20 documents lost, costing
$125 each PCP to specialist referrals almost doubled from 1999-2009
5. Problem: Clinical Pathway Mgmt Self insured health systems have
referral leakage of up to 50% No effective way to track or
influence this 6. Problem and Value Proposition: Inefficient
Referrals Group Value Referring Providers Office (PCP) 15 minutes
of administrator/referral nurse time per referral Saved
administrator time translates to significant decrease in employee
costs Reporting on whether their referred patients went to their
appointments Provide patients with better experience Receiving
Provider Office (Specialist) Higher quality referrals based on
specified preferences Higher quality referrals result in more
surgeries or procedures, which dramatically increases revenues
Granular view of where patients are coming from Understand relative
market share Patient Instantly gets appointment with most optimal
provider Saves money by staying in insurance network Receives
better quality care by going to most appropriate provider Receives
appointment instructions and reminders Easy to change appointment
if necessary, via txt or portal Health System Convert insurance
spend into revenue by ensuring employees stay within system for
care Identify which physicians refer out of network, and influence
their behavior Insurance Company Patients being guided to providers
with better outcomes and more ideal contracts dramatically reduces
overall care expenditure Granular, real time view of clinical
pathways of patients Easily defined referral authorization rules,
for any plan 7. Solution: Online Referrals New Referral Flow via
Preferral: 1. Collect patient insurance info 2. Answer specialty
specific questions (~~ Preferral SmartGate filter algorithm ~~) 3.
Show and book nearby appropriate appointments DONE 8. Solution:
Benefits, for everyone Patient chooses convenient, appropriate
appointment Algorithm provides specialist with better patient mix
Structured data paper trail! Unprecedented analytics and BI
Referring offices get timely reports Referrals stay in network
VALUE TABLE HERE 9. Market Opportunity Market Segments: Private
practice physicians Physician networks (ACOs, IPAs, HMOs) Large
health systems Insurance cos Healthcare IT cos (licensing API) 10.
Market Opportunity: Key Players Paying Customers - Growth Group:
Private Practice Group: Hospitals, ACOs, IPAs Group: Healthcare IT
Partners Role: Network Role: Individual Market Starter Role:
Distribution Channel Value: $199 /mo Value: $5,000-25,000 /mo
Value: Ex: $120,000 + royalty 11. Market Opportunity: Key Players
Paying Customers - Scale Group: Self-Insured Health Systems Group:
Insurance Companies Role: Network Role: Individual Market Starter
Value: $4 PMPM Value: $4 PMPM Why? Keep patients in network Send to
providers with best outcomes 12. Market Size Market Segment Size
Private Practice $1.62B / yr Networks (ACOs etc) $800M / yr
Hospital Chains $1.9B / yr Healthcare IT licensing $650M / yr
Insurance Cos $1.2B / yr TOTAL $6.15B / yr 13. Traction and
Progress Non-exclusive licensed to large HIT firm 200+ hospitals by
Q4 2014 $120,000 license fee, plus royalty Large heart hospital and
25+ practices in Louisiana Diabetes Care Group Vanderbilt groups +
physician practices Also in the pipeline: Licensing deal with
Nashville based specialty EMR company Licensing deal with
telehealth platform (300 Drs) 14. Product: 15. Product: 16.
Product: 17. Capital Need: 18 mo runway CASH FLOW STATEMENT CASH
FLOWS EBITDA $(77,020) $(57,429) Add: Collected Revenue 201,833
448,583 Less: Revenue (260,750) (577,500) Add: Equity Financing
500,000 500,000 Less: Accounts Payable (40,000) (40,000) NET CASH
FROM (USED IN) OPERATIONS/FINANCING 324,064 273,655 CASH AT
BEGINNING OF PERIOD 18,000 18,000 CASH AT END OF PERIOD $342,064
$291,655 Cash Balance with no Revenue (other than MedHost)
$(36,929) Lowest Cash Balance $270,598 18. Capital Need: 18 mo
runway INCOME STATEMENT 2014 18 Months REVENUE Partnerships
$120,000 $120,000 Enterprise Licenses 115,750 176,250 Practice
Licenses 125,000 381,250 TOTAL REVENUE 360,750 677,500 COST OF
REVENUE Travel 25,000 43,000 Sales Commissions 9,867 30,367 Direct
Marketing 17,000 29,000 Servers 13,000 20,800 Integration Fees
16,000 16,000 TOTAL COST OF REVENUE 80,867 139,167 GROSS MARGIN
279,883 538,333 Gross Margin % 78% 79% OPERATING EXPENSES Salaries
and Benefits 259,903 449,262 Office Rent and Expenses 19,200 33,600
Legal 37,000 55,000 Accounting 12,500 20,000 Insurance 13,300
13,900 Research & Development 15,000 24,000 TOTAL OPERATING
EXPENSES 356,903 595,762 EBITDA $(77,020) $(57,429) 19. Jon Gautsch
[email protected] $300,000 of $500,000 raise committed
