2. 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
• We’re raising $500k to execute on 3 already identified
paying customers for the next 18 months
• TriStar has committed $300k of raise
• We’ve 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

3. 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

4. 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

5. Problem: Statistics
• 60-70% of referrals go unscheduled
• 68% of specialists receive no patient info from PCP’s
• 25% of PCP’s 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

6. Problem: Clinical Pathway Mgmt
• Self insured health systems have
referral leakage of up to 50%
• No effective way to track or
influence this

7. Problem and Value Proposition:
Inefficient Referrals
Group Value
Referring Provider’s 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

8. 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

9. 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

10. Market Opportunity
• Market Segments:
• Private practice physicians
• Physician networks (ACOs, IPAs, HMOs)
• Large health systems
• Insurance co’s
• Healthcare IT co’s (licensing API)

11. 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

12. 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

13. Market Size
Market Segment Size
Private Practice $1.62B / yr
Networks (ACO’s etc) $800M / yr
Hospital Chains $1.9B / yr
Healthcare IT licensing $650M / yr
Insurance Co’s $1.2B / yr
TOTAL $6.15B / yr

14. 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 Dr’s)

15. Product:

16. Product:

17. Product:

18. 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

19. 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)

20. Jon Gautsch
jon@workmein.com
$300,000 of $500,000 raise committed