8 panel brochure for EB-5 foreign investor audiences.

1. WEARECHANGINGTHEFACEOF
EMERGENCYMEDICINE.
alternative to costly and inconvenient emergency room care. Dr. Silverman
opened his first urgent care center in 2006 and has since been so validated in
this under-served service segment that he has opened 18 more, all located in
the tri-state Delaware Valley area comprising of eastern Pennsylvania, northern
Delaware and southern New Jersey. Now that he has refined its business
model, Premier Urgent Care plans to further respond to these market conditions
and expand to meet the need for high quality, convenient urgent care.
Most experts believe that the U.S. Healthcare system is one of the
country’s most inefficient institutions and emergency medicine is a
major contributor to this phenomenon.
Industry leader and Premier Urgent Care’s founder Dr. Edward M. Silverman
was troubled by this and the saw dramatic market conditions surrounding it
as an opportunity to structurally innovate the process and provide an
CHEAPER, FASTER AND BETTER THAN AN EMERGENCY ROOM.

2. Premier Urgent Care Centers fill a service gap between
hospital emergency rooms and primary care clinics to
treat non-life-threatening conditions such as burns,
lacerations and suturing, broken bones, respiratory
infections, the flu and fever, asthma attacks, allergic
reactions, insect and animal bites, sprains and strains,
immunizations, blood work, etc. We often provide more
attentive care where emergency rooms can’t and do so
far less expensively and far more conveniently than ERs
can. Not only do our patients love us, but so do primary
care physicians, hospital systems and insurance
companies. And we serve at our patients’ convenience
from 9am to 9pm 365 days a year. Premier Urgent Care
lives up to its name–it is universally considered a leader
in its industry.
It comes as no surprise that American health care
patients are behaving like consumers and choosing
urgent care facilities over hospital emergency rooms to
treat the everyday ailments in family medicine. There are
statistical shortages of doctors and more profoundly, a
scarcity of hospital emergency rooms–specifically
trauma centers–throughout the U.S., especially in lower-
income urban areas. For many of these low-income
working families, emergency rooms have been their
primary health care providers. Many over-burdened
hospital systems have closed their trauma center
facilities for financial reasons and authorities have
intervened to stop diversion policies that route
ambulances away from their ERs. And for those who do
serve under these challenging conditions, many ERs
have had to resort to assembly line service models to
relieve back-door bottlenecks and reduce patient wait
times for care. But mostly, it’s futile.
Due to massive demographic shifts, America has more
old and young people than ever before. They both are
heavy health care users and they’re putting
unprecedented strain on the U.S. health care system,
most profoundly hospital emergency rooms.
And we do it more efficiently and cost
effectively than emergency rooms.
We help people when they need it most.

3. According to the Centers for Disease Control and
Prevention (CDC), Americans made 136 million visits
to one of the country’s nearly 5,000 emergency rooms
in 2012. The New England Health Institute said 56% of
emergency room visits were “totally avoidable.” The
top three reasons for ER visits in 2012 were sprains
and strains (6.1 million visits), upper respiratory
infections (5.9 million) and superficial cuts (5.8
million). Since hospital emergency rooms are required
by law to treat everyone, patients without insurance or
the necessary funds to pay out-of-pocket costs often
utilize emergency rooms as their main health care
provider. This puts tremendous strain on ERs and
limits their ability to attend quickly to health
emergencies. Our model relieves them of this
problem considerably.
The average patient time in the emergency room from
arrival to departure is 2 hours, 15 minutes. Patients at
urgent care centers are seen on a first-come, first-
serve basis and average less than 30 minutes from
the time they arrive until they depart. Average
emergency room costs vary wildly based on
treatment, but a 2013 National Institute of Health
study put the median cost at $1,233. Other estimates
push it to as high as $2,168. In contrast, the average
urgent care visit ranges from $50 to $150, depending
on the patient’s insurance co-pay and level of
treatment. It is estimated that more than $18 billion
could be saved annually if those patients whose
medical problems are considered “avoidable” or
“non-urgent” were to take advantage of primary or
preventive health care and not rely on ERs for their
medical needs.
But far more crucial to our mission is the sad fact that
these market conditions explain why more than 75
million Americans complained they were having
problems paying off medical debt, which happens to
be the No. 1 cause of bankruptcy in the United States.
There are too few of them to meet demand,
they are bursting at the seams and they cost
too much for the average person to afford.
We are changing that.
Emergency room medicine in the
United States is broken.

4. Premier Urgent Care was founded in 2006 with an idea, a whole lot of
supporting market data and single facility to validate it. Medical consumers
needed an alternative to inefficient and unpleasant hospital emergency
rooms. We began with a staunch commitment to a patient-centric
experience from the ground-up–not one that necessarily works to the status
quo interests of insurance companies or providers.
Our patients have responded by making us the largest urgent care network
in the seventh largest metro statistical area in the United States. We have
grown to 19 urgent care centers and plan to open two more by August 2016.
In 2015, we handled over 160,000 patient visits and generated over $20M
USD, a revenue bump of 73% and volume increase of 80% since 2013. At
our current pace, we expect to accommodate in excess of 200,000 patient
visits in 2016. And despite the attractive cost savings for our patients, our
mature facilities perform at an impressive 30% margin.
That’s because we provide one of the
best value propositions in health care.
We are leading the way to
a new era of urgent care.
COST DIFFERENCE: EMERGENCY ROOMS VS. URGENT CARE CENTERS
{We were the first urgent care center in Pennsylvania and Delaware
to be accredited by the Urgent Care Association of America (UCAOA).}
A value proposition rooted in
core competencies
Source:Debt.org
Our
patients

5. “We have used the Premier Center in Kennett
Square twice in the last two weeks due to
minor accidents, for our daughters requiring
stitches. Each time the staff was extremely
professional and caring, putting the girls at
ease and providing excellent care. Tracy and
John were extremely kind and patient with
our daughter who was extremely frantic at the
prospect of stitches. The quality of care
surpasses that of any E.R. we have been to
and the convenience is unrivaled. Premier is
a tremendous asset to our community.”
“I visited your clinic in Oaks, PA today, and I
just wanted to thank everyone for a great
experience. I have never had such a pleasant
experience before, usually sitting around in
the waiting room and exam room for around
4 hours each time. Today, I was in and out in
less than an hour! So thank you so much.”
“I am forever grateful for the medical care I
received when I thought I had a simple
cough. My ENT specialist told me that, if it
hadn’t been for the early diagnosis of thyroid
cancer which you found, it might have spread
throughout my entire body.”
Jessica K.
Carolyn S.
Tanya C.
Together, we can change the face of
emergency medicine by bringing high
quality care to more people who need it.
Market conditions favor
expansion and early market share.
To address profound demographic trends and
health care consumer preferences, Premier
Urgent Care plans to expand and we look
forward to the prospect of having you join us
for the journey. We believe this is a rare EB-5
investment opportunity to impact as many
lives as we do in our communities, a reach
that goes much farther than construction jobs.
For the medium term, we plan to capitalize the
opening of approximately 50 new urgent care
facilities for $25M USD. Our initial locations
are detailed below. While we plan to double
down on the Delaware Valley region as the
seventh largest metro statistical area (MSA) in
the U.S. with 6.1 million people, we think
south Florida offers enormous opportunity as
well. It is America’s eighth largest MSA with 6
million people.
But we also believe Premier Urgent Care
provides its investors with another unique
advantage to its proven model:
● Center City Philadephia (5 sites)
● “The Mainline” (3 sites)
● Montgomery County (3-5 sites)
● Princeton, NJ (3-5 sites)
Not only will it expand its reach by number
of facilities, but also by the services it offers.
We find enormously attractive opportunity
by offering new services such as:
● On-site Medication dispensing
● Toxicology
● DNA Blood Testing
● Tele-medicine
● Captive Physician Referral
Network
● Physical Therapy
In the end, we are staunchly committed to
delivering a more efficient delivery of the
health care experiences our patients desire.
We feel very strongly about the financial,
social and community impacts to our
mission and we look forward to the prospect
of exploring it further with you. You have our
solid commitment to offer everything we
have at our disposal to help make your
American journey a rewarding one.
Patient testimonials really
matter to us.
Deb P.
“Had a wonderful experience at the
Hellertown, PA facility and only waited about
10 minutes. My 17-year-old daughter crushed
two fingers with lacerations. The staff and the
provider who treated my daughter were
great. It was a very painful procedure to stitch
up the nails and nail beds, not to mention a
broken bone in the tip of one finger. Took her
to a specialist 4 days after and they were very
impressed with the work that was done on
her fingers. Bravo to the Hellertown Premier
facility!”
Changing demographics render
our services inevitable.
Both the baby boomer and millennial
generations make up well over half the
U.S. Population, or more than 160
million people. And while the last of the
baby boomers have now passed 50
years of age, a majority of their millennial
offspring have reached their 30s, are
entering their prime earning years and
are having children of their own. Both
these huge populations’ health care
needs are growing dramatically and their
use of emergency and urgent care is
spiking. The sheer mass of these two
demographic groups are driving most
consumer market trends and health care
is leading the way.
● Delray Beach (3 sites)
● Boca Raton (3 sites)
● West Palm Beach (3 sites)

6. CONVINCING JOB CREATION NUMBERS.
permanent job creation that exceeds EB-5 program
requirements. You can count on U.S. Regional Center
approval and swift U.S.C.I.S. processing of your I-526
immigration application to ensure that the start of your
American journey is a smooth one.
Each location creates at least 10 permanent jobs.
Premier Urgent Care’s proven creates a
market sweet spot between hospital emergency rooms and medical
clinics. It is designed to maximize the amount of services rendered
while minimizing cost for the patient. This unique equilibrium also
brings the EB-5 investor an important benefit--consistent and {Number of permanent
jobs per location}

7. A virtuoso leadership team with the acumen to recognize
market opportunities and the chops to capitalize on them.
Visionary leadership and the experience
to see it through.
Prior to Premier Urgent Care, Chief Operating Officer most recently served as Senior Vice President,
Product Management for MedAssets, Inc. (NASD: MDAS). He was responsible for leading the product management
team for the Spend & Clinical Resource Management segment, which drove over $400M in revenue for the organization.
Mr. Grodin oversaw the product life cycle management process to maintain a competitive solution portfolio and drive
profitable market growth. He collaborated with senior leadership to define, and refresh a rolling three-year strategic plan
as well as manage the product road map for all technology, services and consulting solutions delivered to customers.
Mr. Grodin previously served as Senior Vice President, Business Development and Vice President, Client Executive at
MedAssets, as well as Vice President, Business Development at Broadlane prior to its acquisition by MedAssets in 2010.
Mr. Grodin also worked for Nexus Health Capital (“Nexus”), a boutique healthcare-focused investment bank from 2006 to
2010 where he raised private equity and debt capital and conducted buy-side and sell-side M&A advisory engagements.
Prior to Nexus, he was the Director of Ambulatory Access at Beth Israel Medical Center (part of the Continuum Health Partners) and a consultant in Ernst & Young’s
provider-focused healthcare practice. He holds a bachelor's degree from Washington University in St. Louis and a Masters in Business Administration from the
Samuel Curtis Johnson Graduate School of Management at Cornell University.
Physician and/or
Physician assistant
Nurse and/or
Nurse Practitioner
Site
Manager
Medical
Receptionist
Back Office
Support
Radiology
Technician
Premier’s Proven Location Staffing Model provides more convenience, less cost and better value.
has served as the Chief Executive Officer of Premier Urgent Care ("Premier") since July
2006. Under his leadership, the organization has grown from a single clinic location with twelve employees to a unique,
multi-state urgent care medicine operation with over 300 employees and 800,000 patient visits on record to-date.
Premier has been recognized by the urgent care industry as a pioneer in the field of acute care medicine under
Dr. Silverman's direction. It is the leading urgent care company in the Delaware Valley and will be forging the way in
redirecting medical services into a more efficient and cost-effective environment.
Dr. Silverman's medical career highlights include more than twenty years as a practicing Cardio-thoracic surgeon.
During that period, Dr. Silverman was on the medical staff of several prestigious institutions, including the Children's
Hospital of Philadelphia (CHOP). In addition, Dr. Silverman served as the Chief Surgeon and Chairman of the
Department of Cardiovascular Surgery at many of the leading institutions in Philadelphia and New Jersey, including the
John F. Kennedy Hospital System in New Jersey. After he retired from active practice in Cardiovascular surgery, Dr. Silverman followed his interest in Trauma surgery
and was the chairman of several local emergency departments, including the Franklin Square Hospital in Philadelphia. Dr. Silverman also served as the Chief Medical
Officer & President of the Berks Emergency Group at St. Joseph's Hospital in Reading, PA.
2 2 221 1

8. 278 Eagleview Boulevard
Exton, PA 19341
Phone: (610) 561-6400
Fax (610) 561-6401
E-mail: rgrodin@premierimc.com
www.premierimc.com
Mr. Henry Leong, CEO
Phone: (312) 388-8882
WeChat ID: henryleong8
Skype ID: henryleong8
E-mail: henry@vietcapitalcorp.com
www.vietcapitalcorp.com