The document summarizes a team's Lean Launch Pad presentation for their startup called MIRA Medicine. The team aims to develop a software tool that uses algorithms and data analytics to help clinicians make complex treatment decisions for neurological diseases like multiple sclerosis. They have identified key challenges in MS treatment that their tool could address. Through customer interviews, they validated interest from potential clients like clinical researchers and gathered feedback to refine their product. The document outlines their business model, target customers, marketing strategy and plans for future development.
This document provides an overview of topics discussed at the UCSF Lean LaunchPad For Life Sciences on October 8, 2013, including customer segmentation, value propositions, fitting diagnostics into the business model canvas, and defining customers. It discusses defining customer archetypes and segments. Regulation of in vitro diagnostic products by the FDA and other agencies is briefly outlined. It stresses that regulators and reimbursement entities should be considered part of the customer ecosystem. Next steps outlined are standard topics from the syllabus plus overviews of the diagnostic ecosystem, regulations, and reimbursement.
Team 09 presented their business model for an AI/NLP solution to extract clinical information like problems and allergies from unstructured clinical notes. They interviewed over 100 potential customers and refined their business model. Key elements include partnerships with EHR integration partners and EHR vendors, a sales force channel, and revenue from software licenses and support services. The solution aims to provide up to 20x faster patient chart review and 10x faster problem list entry.
This document discusses classic revenue models and pricing considerations for medical device startups. It covers sale of products, per procedure fees, rental models, and licensing. Recurring revenue models using razors and razor blades are favored by acquirers. Pricing should be based on customer value rather than costs. Market type and size affect pricing strategy, which must be diagrammed along with revenue streams. Key financial metrics include cash to reach milestones, break-even, exit and gross margin.
UCSF Life Sciences Week 1 digital health - Value PropositionStanford University
The document summarizes a presentation on digital health value propositions. It discusses how digital health can help address rising healthcare costs, defines digital health as software combined with healthcare, and notes the venture potential of fast failure, low capital needs, and scalability alongside regulatory challenges. Key customers for digital health include consumers, employers, insurers and government, providers, and medical producers. The presentation emphasizes testing value propositions with minimum viable products and customer interviews to determine product-market fit within 10-20 weeks.
This document discusses value propositions for medical device startups. It emphasizes that a compelling clinical need that dramatically improves patient outcomes is necessary to discover a viable business model. Value propositions depend on whether the goal is to make the company acquirable or to achieve sustainable independent growth. Claims of cost reduction must be definitively proven with long-term studies, as payors demand lower costs while existing companies aim to maintain prices and margins. Different stakeholders view value propositions differently. Gains involve enabling new therapies, pains involve reducing adverse effects, and features involve usability.
UCSF Life Sciences Week 2 digital health - Customer SementsStanford University
This document summarizes key customer segments in the digital health market based on a Lean Launchpad presentation. It identifies various types of customers including consumers, employers, insurers and government, providers, and producers. For each segment, it describes relevant subsegments and considerations for targeting them. The presentation emphasizes the importance of identifying the niche customer with the most critical need and building an MVP to address that specific need and achieve tight product-market fit.
The document summarizes Team Diffusion, which is working on prevention and mitigation of head and neck injuries from falls through wearable sensor technology. The team consists of 5 members with biomedical engineering and medical backgrounds. They have conducted 48 interviews to date from various stakeholders including patients, nurses, doctors, and construction safety managers. Their business model canvas outlines key partners, activities, and revenue streams around developing sensor technology to detect falls in elderly patients both in nursing homes and at home to improve response times and prevent injuries. Their minimum viable product focuses on nursing homes, using adhesive skin sensors to monitor patient activity and detect impending falls to alert staff in real time. Their market size analysis estimates a potential $1.9 billion market in the
This document provides an overview of the challenges facing life science startups in therapeutics, diagnostics, medical devices, and digital health. It discusses the increasing costs and regulatory hurdles of drug and device development, including higher clinical trial standards and FDA scrutiny. This has led to declining venture capital investment in life sciences as startups face greater challenges in achieving approval and profitability. The author proposes testing a Lean LaunchPad approach to help life science startups commercialize research more efficiently and reverse negative industry trends.
This document provides an overview of topics discussed at the UCSF Lean LaunchPad For Life Sciences on October 8, 2013, including customer segmentation, value propositions, fitting diagnostics into the business model canvas, and defining customers. It discusses defining customer archetypes and segments. Regulation of in vitro diagnostic products by the FDA and other agencies is briefly outlined. It stresses that regulators and reimbursement entities should be considered part of the customer ecosystem. Next steps outlined are standard topics from the syllabus plus overviews of the diagnostic ecosystem, regulations, and reimbursement.
Team 09 presented their business model for an AI/NLP solution to extract clinical information like problems and allergies from unstructured clinical notes. They interviewed over 100 potential customers and refined their business model. Key elements include partnerships with EHR integration partners and EHR vendors, a sales force channel, and revenue from software licenses and support services. The solution aims to provide up to 20x faster patient chart review and 10x faster problem list entry.
This document discusses classic revenue models and pricing considerations for medical device startups. It covers sale of products, per procedure fees, rental models, and licensing. Recurring revenue models using razors and razor blades are favored by acquirers. Pricing should be based on customer value rather than costs. Market type and size affect pricing strategy, which must be diagrammed along with revenue streams. Key financial metrics include cash to reach milestones, break-even, exit and gross margin.
UCSF Life Sciences Week 1 digital health - Value PropositionStanford University
The document summarizes a presentation on digital health value propositions. It discusses how digital health can help address rising healthcare costs, defines digital health as software combined with healthcare, and notes the venture potential of fast failure, low capital needs, and scalability alongside regulatory challenges. Key customers for digital health include consumers, employers, insurers and government, providers, and medical producers. The presentation emphasizes testing value propositions with minimum viable products and customer interviews to determine product-market fit within 10-20 weeks.
This document discusses value propositions for medical device startups. It emphasizes that a compelling clinical need that dramatically improves patient outcomes is necessary to discover a viable business model. Value propositions depend on whether the goal is to make the company acquirable or to achieve sustainable independent growth. Claims of cost reduction must be definitively proven with long-term studies, as payors demand lower costs while existing companies aim to maintain prices and margins. Different stakeholders view value propositions differently. Gains involve enabling new therapies, pains involve reducing adverse effects, and features involve usability.
UCSF Life Sciences Week 2 digital health - Customer SementsStanford University
This document summarizes key customer segments in the digital health market based on a Lean Launchpad presentation. It identifies various types of customers including consumers, employers, insurers and government, providers, and producers. For each segment, it describes relevant subsegments and considerations for targeting them. The presentation emphasizes the importance of identifying the niche customer with the most critical need and building an MVP to address that specific need and achieve tight product-market fit.
The document summarizes Team Diffusion, which is working on prevention and mitigation of head and neck injuries from falls through wearable sensor technology. The team consists of 5 members with biomedical engineering and medical backgrounds. They have conducted 48 interviews to date from various stakeholders including patients, nurses, doctors, and construction safety managers. Their business model canvas outlines key partners, activities, and revenue streams around developing sensor technology to detect falls in elderly patients both in nursing homes and at home to improve response times and prevent injuries. Their minimum viable product focuses on nursing homes, using adhesive skin sensors to monitor patient activity and detect impending falls to alert staff in real time. Their market size analysis estimates a potential $1.9 billion market in the
This document provides an overview of the challenges facing life science startups in therapeutics, diagnostics, medical devices, and digital health. It discusses the increasing costs and regulatory hurdles of drug and device development, including higher clinical trial standards and FDA scrutiny. This has led to declining venture capital investment in life sciences as startups face greater challenges in achieving approval and profitability. The author proposes testing a Lean LaunchPad approach to help life science startups commercialize research more efficiently and reverse negative industry trends.
Companies form partnerships to gain mutual success and unfair advantages through co-developing valuable products. Potential advantages include faster time to market, broader product offerings, more efficient capital use, and access to new markets and expertise. However, partnerships are fraught with disadvantages like impedance in decision-making and unclear objectives. For medical device startups, key partnerships include suppliers, clinicians for trials, consultants, and potential strategic investors which come with both advantages and disadvantages that must be carefully considered and balanced.
UCSF Life Sciences Week 7 Diagnostics Resources, Activities, CostsStanford University
This document provides a timeline and budget for the financial operations of MammOptics, a company developing an optical breast imaging system, from 2012-2018. It outlines funding amounts and sources including a Series A, B, C, and D investments totaling over $100 million. Major milestones include completing product prototypes, clinical trials, gaining regulatory approvals from the FDA, and reimbursement approvals. The timeline shows expenditures increasing over time with the highest expenditures during clinical trials and FDA approval process from 2014-2017 before launching the product commercially in 2018.
This document discusses customer acquisition and distribution channels for digital health startups. It defines acquisition channels as how potential customers are acquired and activated, and distribution channels as who makes the sale and where it occurs. Direct channels involve the company making the sale directly through their website or field sales. Indirect channels involve others making the sale through platforms, retailers, or value-added resellers. The complexity of digital health solutions and products impacts the appropriate channels. An example is provided of Omada Health using different channels like their website, wellness platforms, and resellers to reach consumers, providers and self-insured employers. Channel selection impacts company sales costs and margins.
UCSF Life Sciences Week 2 Therapeutics: Customer SegmentsStanford University
This document discusses customer segments and value propositions for digital health startups. It provides an agenda for a workshop on October 1, 2013 at the UCSF Entrepreneurship Center led by Abhas Gupta from Mohr Davidow Ventures. The workshop will cover identifying customer segments, understanding their needs and pains, and developing value propositions to address these issues. It will also discuss revenue models and avoiding common mistakes in talking to potential customers.
This document provides an overview of a Lean LaunchPad cohort focused on diagnostics. It discusses how the definition and nature of diagnostics has changed with advances in biology and technology. Diagnostics can now detect changes over time, stratify conditions, and predict outcomes. Value propositions are more complex with varied testing approaches for medical, consumer, and industrial uses. Business models in diagnostics are also changing, with large companies focusing on established markets and smaller companies pursuing niche technologies. The document outlines challenges specific to diagnostics like regulation, reimbursement, and multisided healthcare markets. It emphasizes generating hypotheses from market insights rather than just technical insights to create customer value.
The document summarizes the progress and plans of a team developing an AI-powered smartphone app for COVID-19 screening. It discusses improving the cough-based machine learning models on clinical data to achieve 80%+ accuracy. The team built an MVP and collected over 300 clinical samples and 500 crowdsourced samples to test their hypothesis and gather data. Their next steps are to gather more diverse data through crowdsourcing and clinical studies, refine the technology, and solidify partnerships with organizations to expand testing and access globally.
This document discusses Diagnosly, a platform that allows consumers to diagnose their health from anywhere using automated and optional 24/7 support. It conducted interviews with various stakeholders including patients, providers, payers, manufacturers, and experts. The platform aims to provide convenience, reduce costs for uninsured/high deductible plans, and improve patient outcomes. It discusses partnerships with pharmacies, medical device companies, payers, online health services, physicians, and independent representatives. A sample patient journey highlights how Diagnosly could reduce wait times and visits to the doctor's office by enabling at-home diagnosis and monitoring.
This document provides an overview of Take Care, a platform for on-demand at-home senior care. The team developing Take Care has experience in business, engineering, medicine, and education. They aim to address the challenges families face finding quality senior care and the lack of good jobs for caregivers. Initially, Take Care will focus on non-medical care like cleaning and companionship. It will use a mobile app to connect families needing care with vetted caregivers who can be managed and paid through the platform. The founders have identified unmet demand and pain points through customer interviews. Their business model focuses on filling scheduling gaps for agencies to improve customer satisfaction while offering caregivers higher wages for last-minute shifts.
SPPM Clinical 7 Best Practices In Forecasting & Planningguest1fe658d
Strategic Project Portfolio Management for Clinical Trials
Ø Plan clinical trial expenditure using a top-down approach based on empirical or historical data
Ø Adjust the plan bottom-up after assessing individual site and region enrolment plan
Ø Update the plan using actual study performance data
Ø Manage accruals and payments
CREmedical aims to bring EEG technology into the 21st century with a new platform. They initially planned to manufacture, sell, and service a new EEG front-end product. However, after talking to various medical professionals, they realized a larger market opportunity in providing disposable sterile sensors for EEGs used in operating rooms. This pivot increased their projected gross revenue to $163 million annually with a 21% margin by year 10. They now plan to finalize partnerships and FDA approval to bring their scalable platform technology to market in operating rooms and pursue new treatment opportunities.
The document outlines trends in technology including increased processing power, data collection capabilities, and opportunities for applying analytics in life and physical sciences. It then summarizes the portfolio of several companies including pattern recognition, object recognition, forecasting, and expert systems applications. Examples are given of applications in industries like food processing, mass transit, and mail sorting that have led to cost savings through condition-based maintenance and reduced downtime.
The Entrepreneur's Guide to Hospital Partnerships by @Rock_HealthRock Health
A living document and initial guide for entrepreneurs as they navigate partnering with health providers, initially compiled after 22 interviews with entrepreneurs, hospital administrators, investors, lawyers, clinicians and researchers. Purchase the report here: https://gumroad.com/l/qgUT
Leverage Big Data Analytics to Enhance Clinical Trials from Planning to Execu...Saama
Nikhil Gopinath, Senior Solutions Engineer for the Life Sciences at Saama, spoke at EyeforPharma's Clinical Trial Innovation Summit event in February 2017. These slides are from his "Leverage Big Data Analytics to Enhance Clinical Trials from Planning to Execution" presentation.
The document outlines the progress of a team developing a magnetic compression device for surgical anastomoses. It includes:
1) The team has developed a device called Magnamosis to create magnetic compression anastomoses and has achieved milestones including animal trials and FDA approval for human trials.
2) Interviews with surgeons found reducing anastomotic leaks to be a key value proposition, as leaks increase costs and morbidity.
3) The team refined their business model based on feedback, deciding to focus early adoption in academic centers and use value-based pricing between $1,200-250 per device.
The literature review identifies strengths and weaknesses of flexible labor models through a SWOT analysis. Key strengths include Denmark's successful implementation of flexicurity, which balances flexibility and security. Flexible labor markets can better adapt to technological changes and reduce unemployment. However, weaknesses include job insecurity and increased labor market segmentation. Opportunities exist in active labor policies and improved worker autonomy, while threats involve lack of control over skills and resources. The review concludes country contexts require flexible labor model adaptations.
The document outlines a proposed biosensor patch called Bio-Patch that uses microneedles and a microchip to enable continuous monitoring of biomarkers like insulin levels and wireless transmission of data. It discusses developing a business model and marketing strategy for the biosensor patch, evaluating regulations and costs, and conducting initial customer discovery interviews. The financial analysis projects strong profitability within the first few years of bringing the biosensor patch to market.
This document discusses the importance of value propositions for startups participating in the Lean Launchpad process. It emphasizes that value propositions should specify clear criteria for success, benchmarks against alternatives, and milestones backed by testable data in order to secure funding and displace competitors. Participants are advised to conduct customer interviews to validate their value propositions and product-market fit within the first few weeks.
This document discusses medical device customer segments. It notes that medical device markets are often multi-sided, involving patients, physicians, hospitals/practices, payors, and regulators. It emphasizes the importance of understanding reimbursement and following the money to identify who the real customers are in a given market. The document provides an overview of physicians, patients, hospitals, and medical device companies as potential customer segments and discusses their key pains and gains. It also outlines different types of medical device markets and what they typically mean for startups versus large acquirers.
A team presented a remote monitoring device to help prevent severe asthma flare-ups in pediatric patients to potential investors. The investors were not interested in a solution that would only save $10 million and told the team to come back with a plan that could save $100 million. The investors were also not willing to provide data to the team. The document appears to be a report from the team outlining their presentation, feedback received, and business plans developed over 9 weeks to improve their solution.
The Best Startup Investor Pitch Deck & How to Present to Angels & Venture Cap...J. Skyler Fernandes
Take the online video course on Udemy:
https://www.udemy.com/course/the-best-startup-investor-pitch-deck/?referralCode=A5ED0FBD65120A93A16E
3.5+hrs of video content, walking step by step each part of the pitch, with personal VC stories, examples, and advice.
The "Best" Startup Investor Pitch Deck is an aggregation of some of the best pitch decks and wisdom from some of the top angels, VCs, and entrepreneurs including my own person insight/experience. The slide deck includes a template for entrepreneurs to use to present to investors, with details on what should be addressed on each slide. There are also additional slides on how best to pitch to investors effectively, how to design and format slides, and what to do before the pitch.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow and levels of neurotransmitters and endorphins which elevate and stabilize mood.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against developing mental illness and improve symptoms for those who already have a condition.
Companies form partnerships to gain mutual success and unfair advantages through co-developing valuable products. Potential advantages include faster time to market, broader product offerings, more efficient capital use, and access to new markets and expertise. However, partnerships are fraught with disadvantages like impedance in decision-making and unclear objectives. For medical device startups, key partnerships include suppliers, clinicians for trials, consultants, and potential strategic investors which come with both advantages and disadvantages that must be carefully considered and balanced.
UCSF Life Sciences Week 7 Diagnostics Resources, Activities, CostsStanford University
This document provides a timeline and budget for the financial operations of MammOptics, a company developing an optical breast imaging system, from 2012-2018. It outlines funding amounts and sources including a Series A, B, C, and D investments totaling over $100 million. Major milestones include completing product prototypes, clinical trials, gaining regulatory approvals from the FDA, and reimbursement approvals. The timeline shows expenditures increasing over time with the highest expenditures during clinical trials and FDA approval process from 2014-2017 before launching the product commercially in 2018.
This document discusses customer acquisition and distribution channels for digital health startups. It defines acquisition channels as how potential customers are acquired and activated, and distribution channels as who makes the sale and where it occurs. Direct channels involve the company making the sale directly through their website or field sales. Indirect channels involve others making the sale through platforms, retailers, or value-added resellers. The complexity of digital health solutions and products impacts the appropriate channels. An example is provided of Omada Health using different channels like their website, wellness platforms, and resellers to reach consumers, providers and self-insured employers. Channel selection impacts company sales costs and margins.
UCSF Life Sciences Week 2 Therapeutics: Customer SegmentsStanford University
This document discusses customer segments and value propositions for digital health startups. It provides an agenda for a workshop on October 1, 2013 at the UCSF Entrepreneurship Center led by Abhas Gupta from Mohr Davidow Ventures. The workshop will cover identifying customer segments, understanding their needs and pains, and developing value propositions to address these issues. It will also discuss revenue models and avoiding common mistakes in talking to potential customers.
This document provides an overview of a Lean LaunchPad cohort focused on diagnostics. It discusses how the definition and nature of diagnostics has changed with advances in biology and technology. Diagnostics can now detect changes over time, stratify conditions, and predict outcomes. Value propositions are more complex with varied testing approaches for medical, consumer, and industrial uses. Business models in diagnostics are also changing, with large companies focusing on established markets and smaller companies pursuing niche technologies. The document outlines challenges specific to diagnostics like regulation, reimbursement, and multisided healthcare markets. It emphasizes generating hypotheses from market insights rather than just technical insights to create customer value.
The document summarizes the progress and plans of a team developing an AI-powered smartphone app for COVID-19 screening. It discusses improving the cough-based machine learning models on clinical data to achieve 80%+ accuracy. The team built an MVP and collected over 300 clinical samples and 500 crowdsourced samples to test their hypothesis and gather data. Their next steps are to gather more diverse data through crowdsourcing and clinical studies, refine the technology, and solidify partnerships with organizations to expand testing and access globally.
This document discusses Diagnosly, a platform that allows consumers to diagnose their health from anywhere using automated and optional 24/7 support. It conducted interviews with various stakeholders including patients, providers, payers, manufacturers, and experts. The platform aims to provide convenience, reduce costs for uninsured/high deductible plans, and improve patient outcomes. It discusses partnerships with pharmacies, medical device companies, payers, online health services, physicians, and independent representatives. A sample patient journey highlights how Diagnosly could reduce wait times and visits to the doctor's office by enabling at-home diagnosis and monitoring.
This document provides an overview of Take Care, a platform for on-demand at-home senior care. The team developing Take Care has experience in business, engineering, medicine, and education. They aim to address the challenges families face finding quality senior care and the lack of good jobs for caregivers. Initially, Take Care will focus on non-medical care like cleaning and companionship. It will use a mobile app to connect families needing care with vetted caregivers who can be managed and paid through the platform. The founders have identified unmet demand and pain points through customer interviews. Their business model focuses on filling scheduling gaps for agencies to improve customer satisfaction while offering caregivers higher wages for last-minute shifts.
SPPM Clinical 7 Best Practices In Forecasting & Planningguest1fe658d
Strategic Project Portfolio Management for Clinical Trials
Ø Plan clinical trial expenditure using a top-down approach based on empirical or historical data
Ø Adjust the plan bottom-up after assessing individual site and region enrolment plan
Ø Update the plan using actual study performance data
Ø Manage accruals and payments
CREmedical aims to bring EEG technology into the 21st century with a new platform. They initially planned to manufacture, sell, and service a new EEG front-end product. However, after talking to various medical professionals, they realized a larger market opportunity in providing disposable sterile sensors for EEGs used in operating rooms. This pivot increased their projected gross revenue to $163 million annually with a 21% margin by year 10. They now plan to finalize partnerships and FDA approval to bring their scalable platform technology to market in operating rooms and pursue new treatment opportunities.
The document outlines trends in technology including increased processing power, data collection capabilities, and opportunities for applying analytics in life and physical sciences. It then summarizes the portfolio of several companies including pattern recognition, object recognition, forecasting, and expert systems applications. Examples are given of applications in industries like food processing, mass transit, and mail sorting that have led to cost savings through condition-based maintenance and reduced downtime.
The Entrepreneur's Guide to Hospital Partnerships by @Rock_HealthRock Health
A living document and initial guide for entrepreneurs as they navigate partnering with health providers, initially compiled after 22 interviews with entrepreneurs, hospital administrators, investors, lawyers, clinicians and researchers. Purchase the report here: https://gumroad.com/l/qgUT
Leverage Big Data Analytics to Enhance Clinical Trials from Planning to Execu...Saama
Nikhil Gopinath, Senior Solutions Engineer for the Life Sciences at Saama, spoke at EyeforPharma's Clinical Trial Innovation Summit event in February 2017. These slides are from his "Leverage Big Data Analytics to Enhance Clinical Trials from Planning to Execution" presentation.
The document outlines the progress of a team developing a magnetic compression device for surgical anastomoses. It includes:
1) The team has developed a device called Magnamosis to create magnetic compression anastomoses and has achieved milestones including animal trials and FDA approval for human trials.
2) Interviews with surgeons found reducing anastomotic leaks to be a key value proposition, as leaks increase costs and morbidity.
3) The team refined their business model based on feedback, deciding to focus early adoption in academic centers and use value-based pricing between $1,200-250 per device.
The literature review identifies strengths and weaknesses of flexible labor models through a SWOT analysis. Key strengths include Denmark's successful implementation of flexicurity, which balances flexibility and security. Flexible labor markets can better adapt to technological changes and reduce unemployment. However, weaknesses include job insecurity and increased labor market segmentation. Opportunities exist in active labor policies and improved worker autonomy, while threats involve lack of control over skills and resources. The review concludes country contexts require flexible labor model adaptations.
The document outlines a proposed biosensor patch called Bio-Patch that uses microneedles and a microchip to enable continuous monitoring of biomarkers like insulin levels and wireless transmission of data. It discusses developing a business model and marketing strategy for the biosensor patch, evaluating regulations and costs, and conducting initial customer discovery interviews. The financial analysis projects strong profitability within the first few years of bringing the biosensor patch to market.
This document discusses the importance of value propositions for startups participating in the Lean Launchpad process. It emphasizes that value propositions should specify clear criteria for success, benchmarks against alternatives, and milestones backed by testable data in order to secure funding and displace competitors. Participants are advised to conduct customer interviews to validate their value propositions and product-market fit within the first few weeks.
This document discusses medical device customer segments. It notes that medical device markets are often multi-sided, involving patients, physicians, hospitals/practices, payors, and regulators. It emphasizes the importance of understanding reimbursement and following the money to identify who the real customers are in a given market. The document provides an overview of physicians, patients, hospitals, and medical device companies as potential customer segments and discusses their key pains and gains. It also outlines different types of medical device markets and what they typically mean for startups versus large acquirers.
A team presented a remote monitoring device to help prevent severe asthma flare-ups in pediatric patients to potential investors. The investors were not interested in a solution that would only save $10 million and told the team to come back with a plan that could save $100 million. The investors were also not willing to provide data to the team. The document appears to be a report from the team outlining their presentation, feedback received, and business plans developed over 9 weeks to improve their solution.
The Best Startup Investor Pitch Deck & How to Present to Angels & Venture Cap...J. Skyler Fernandes
Take the online video course on Udemy:
https://www.udemy.com/course/the-best-startup-investor-pitch-deck/?referralCode=A5ED0FBD65120A93A16E
3.5+hrs of video content, walking step by step each part of the pitch, with personal VC stories, examples, and advice.
The "Best" Startup Investor Pitch Deck is an aggregation of some of the best pitch decks and wisdom from some of the top angels, VCs, and entrepreneurs including my own person insight/experience. The slide deck includes a template for entrepreneurs to use to present to investors, with details on what should be addressed on each slide. There are also additional slides on how best to pitch to investors effectively, how to design and format slides, and what to do before the pitch.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow and levels of neurotransmitters and endorphins which elevate and stabilize mood.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against developing mental illness and improve symptoms for those who already have a condition.
The slide deck we used to raise half a million dollarsBuffer
This is the pitchdeck we used to raise half a million dollars from Angel investors. More here:
http://onstartups.com/tabid/3339/bid/98034/The-Pitch-Deck-We-Used-To-Raise-500-000-For-Our-Startup.aspx
The 7-step process outlines an effective strategy for pharmaceutical companies to master clinical trials data:
1. Get approval to reuse existing clinical trials data for additional purposes.
2. Determine how clinical trials data can be used for both clinical and non-clinical use cases.
3. Access completed clinical trials data from various sources.
4. Take an agile DataOps approach using machine learning to efficiently integrate and transform the data.
5. Determine how the mastered clinical trials data will be consumed via analytics and business intelligence tools.
6. Link clinical trials data to other internal and external sources like genomics data and electronic health records.
7. Develop the analytics skills of team members to maximize insights
Supporting a Collaborative R&D Organization with a Dynamic Big Data SolutionSaama
Nikhil Gopinath presents regarding big data solutions at the Big Data and Analytics for Healthcare and Life Sciences Summit on October 18, 2017 in San Francisco, CA.
The document summarizes Diagnostic Quality Model Development Group's new 3D modeling capability for medical imaging centers. It provides details on how the technology works, its benefits for radiologists, surgeons, and patients, expected revenue from its use, and testimonials from medical professionals on the advisory board. Imaging centers can partner with DQMDG to set up the 3D modeling program in their facility for around $106,500, which could generate $219,000-$599,000 in additional annual revenue from more scans, new patient referrals, and 3D model fees.
About Medimojo: Medimojo is - Flagship Product of Panakeia Technologies, A healthTech Startup Incubated at NASSCOM, india & BLACKBOX VC, USA.It Helps healthcare service providers with digital solutions to leverage
*Digital transformation,
*differentiate offerings from competition
*generate larger share of consumer/patients healthcare wallet.
Medimojo's Healthcare Revenue Multiplier tool :Marketing Automation & Patient Engagement has a Unique Know, Engage, Manage Patient which enables healthcare service providers with tools to
Plug revenue leakages & generate larger share of consumer/patients healthcare wallet.
Deriving Revenue & Insights by Delivering Right Engagement, with the right message, to the right patient at the right time Via the right Medium.
Benefits to healthcare providers
# meeting the changing Consumer/patients Expectations where they expect deliverance of services at the Place, Time & manner of their choosing.
# leveraging technology & using Algorithm based Data Intelligence to provide a personalised, connected experience to the consumers & enhancing their experience, improving outcomes & increase share of patients healthcare wallet.(SOW).
# Staying Differentiated as a service provider in the changing Landscape of Digital Health & generating revenue opportunity across patients Life Cycle.
Solution offered by Medimojo
cloud based SaaS solutions
enhance Patient Engagement through Patient Engagement Solution(PES)
Marketing Automation tool with intelligent Dashboard to track engagement.
plug revenue leakages & generate additional revenues.
unique Know-Engage-Manage patients directed tools,
generate algorithm based Intelligence from disparate Demographic, Economic, clinical & morbidities Data,
help providers increase patients satisfaction &loyalty
Recommendation Engine for reaching out to the Patient Group for upsell/cross sell.
Big data, RWE and AI in Clinical Trials made simpleHadas Jacoby
Technology is slowly but surely penetrating the healthcare industry in general and the clinical trials sector in particular. New and advanced solutions offer a variety of possibilities aimed to both improving existing processes and creating new and more efficient ones. And on top of all stands the desire to make clinical trials more patient centric.
In all of this, even though some of the technologies have yet to mature enough to meet the high quality standards necessary, it is important to know them and begin imagining the promise they hold for clinical trials.
We have a unique profile for a CRO providing distinctive and innovative dual expertise by combining clinical research implementation with the development of customized IT applications specific to the pharmaceutical industry.
1) The team aims to address the lack of accessible healthcare in India by building machine learning tools for rapid screening and diagnosis using large healthcare datasets.
2) They conducted a field study collecting health data from 500 patients using various devices and built annotation tools for doctors to label the data.
3) The goal is to develop automated screening, detection, and diagnosis machine learning models trained on this annotated data to assist doctors and increase accessibility of healthcare.
1) The document describes an Insights as a Service platform that can help address multiple clinical, scientific, and economic needs by providing analytics and insights derived from large amounts of individual health data.
2) The platform establishes a standardized, industrialized process for generating insights through analytics by integrating data from various sources and providing role-based analytic tools and results.
3) Use cases for the platform include transitioning from volume-based to value-based healthcare through risk prediction and cost/utilization analytics, generating real-world evidence through large-scale analytics of electronic health data, and powering condition-specific care and population health management solutions.
Producing Better and Affordable Healthcare Services Using Computational Intel...EMMAIntl
Computational Intelligence (CI) is one of the major pillars of Artificial Intelligence. It is the study, design, and development of intelligent software based on the theory of evolution. Within the past decade, healthcare has become expensive. Also, with the declining doctor-patient ratio, there are constant needs for computing systems for everything from executing simple tasks, such as booking appointments, to major services such as consulting and diagnosis...
The presentation discusses the use of wearable devices and sensors for collecting data in clinical trials. While consumer wearables are becoming more common, their data may not be suitable for labeling claims with regulatory agencies without proper validation and approval. Major pharmaceutical companies are exploring how mobile health technologies can supplement traditional trial data collection methods to make trials less costly and more convenient. However, simply having FDA approval as a medical device does not guarantee its data can be used to support drug approval. Proper infrastructure, analytics, and clinical expertise is needed to incorporate sensor data into clinical trials in a way that is robust, secure, and produces scientific results.
Next Generation Analytics: The Backbone of the High Performing Health SystemInvestnet
This presentation discusses next generation analytics in healthcare. It begins with an overview of how analytics capabilities are evolving from descriptive to predictive to prescriptive. Examples are then provided of how algorithms and advanced analytics are currently being used, such as in routine patient episodes and averting pediatric emergencies. New approaches like algorithm marketplaces and capabilities like topological analysis that can identify patient subgroups are also discussed. The presentation promotes next generation analytics as the backbone of high performing health systems.
data information intelligence GmbH is a full service healthcare market research firm specializing in lifescience, IVD, medical imaging and medical devices. It has 20-35 projects per year supporting clients' critical business decisions. The firm has a global coverage and research experience in 50+ countries through a team of professionals and 70+ multi-lingual interviewers. It provides independent, objective and empirically validated information and insights to leading medical companies.
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Mira Medicine Final Presentation
1. MIRA Medicine
Empowering complex clinical decisions
Lean Launch Pad for the Life Sciences
UCSF – Fall 2013
Team:
PA Gourraud
Raphaelle Loren
Jason Crane
2. team
PA Gourraud - Analytics Lead
Hustler, Hacker, Biostatistician
Raphaelle Loren - Business Lead
Hustler, Product, Marketer
Jason Crane - Software Lead
Hacker, Imaging Software
4. MULTIPLE SCLEROSIS: a case study
Challenge #1
Evaluating the disease
Challenge #2
Selecting the right
treatment at the right time
Bonus challenge
Education and communication
with the patient
5. MS Economics
500,000 patients in North America
18,000 neurologists
$7.8B in drugs prescribed every year for MS
Total cost to society $28B/year
Competitive market for therapies
6.
7. BEFORE LLP: Memorable quotes
If you can show
pharmacoeconomics, payors will be
really interested
Dr. G, UCSF Neurology
This would be a great tool to monitor
individual trajectories during clinical
trials
This is a great telemedicine tool!
T.M., J&J
Head of Innovation, Sanofi
Dr. S., community MD & entrepreneur
We’d be really interested in testing a
tool like this for Alzheimer’s
8. A RICH MAN’S PROBLEM
PRODUCT OR SERVICE COMPANY?
MS OR MULTI-DISEASE FOCUS?
13. What did we learn?
LESSON #1 - Our solution elicits advice and new ideas from almost all
interviewees
LESSON # 2
Focusing on a specific set of customers at a time will
give us more insights into their needs
14. 1 step back for 3 steps forward
visualize data
personalize
guidance
quicker
assessment
facilitate
patient/clinician
collaboration
improve
outcomes
Takes pride
in art of
medicine
See more
patients
Enhance
relationship
with
patients
Slow down
MS even
more
assess
history
explain
options
MS Bioscreen
10 min saving
per consult
simplify data
access
trial and
error
# of
options
1/3 visit is
about disease
education
no
personalized
guidance
Recommend tx
+ disease
management
tools/services
keeping up with
latest research
17. Key Alpha customer: Clinical researcher
Research Lab Director & MD
• Translational focus, lots of data
• Financially independent
• Can initiate clinical trials
18. Memorable quotes from LLP interviews
I can’t wait to see our research
on here. When can we install this
in our clinic?
Prof Miravalle, University of CO
I would love to test this tool
for epilepsy
Prof Steinman, Stanford
[I see] this tool as a fundamental step
into optimizing therapies in MS and will
lead the implementation here.
Dr P, UCSF
19. What did we learn?
LESSON #1 - Our solution elicits advice and new ideas from almost all
interviewees
LESSON # 2 - Focusing on 1 specific set of customers at a time will give us
more insights
KEY TAKE AWAYS
1. Validated of initial target audience for the existing tool
2. Our Holy Grail is the predictions and treatment recommendations
1. We can create value before we get to that Holy Grail
25. 2015
Cash reserve
2014
2016
2017
Series A
Series C
Series B
Product dev
Data +
analytics
MIRA MS custom installs
IP
MIRA MS
marketable
product
MIRA MS
2nd release
Pilot studies
US Pivotal Clinical Trials
US Interim Trials
Clinical trials
Research Ctrs
EMRs
Comparative
1st gen predictive & reco
2nd gen predictive & reco
Technology
Licensing
Provisional patents
Regulatory
/ IP
Multi-disease cognitive
system platform
3rd disease
2nd disease beta
1 disease beta
2018
IDE
from
IRB
Cat III
CPT
Algos patents
FDA – Class III –
510(k) with Clinical
Trials
CPT
codes
3rd gen predictive & reco
26. Mira Medicine
Custom tools for therapeutic decision-making in complex neurological disease
•
•
•
•
•
•
EMRs?
Data analytics company
Imaging processing
partner
Data aggregation
platform?
Pilot studies partners
(Med Center)
Design firm/data viz guru
-
Algorithm development
Imaging processing
Software design and
development
UI design and development
Data curation (at later
phase for baseline)
Sales, marketing, customer
development
Development team
AI team
Designer
Provider: Multi-data type
decision-making tool
Dedicated personal assistance
Co-creation of some of the IP?
Pharma = recruit new patients
and keep them on therapy
CROs: carefully design
studies with deep experts.
Recruit patients faster
Custom solution to visualize
individual health data in
context
- Reduce overall costs
- Improve efficiency of
clinical trials
- personalized tracking
- Provide personalized
therapeutic guidance
(pilots)
•
•
•
•
•
Medical Centers
Pharmas
VA
EMRs?
CROs (for targeted
therapies)
DIRECT
Awareness: conferences,
papers, online
Eval, purchase:
Bus dev 1:1 (initially PAG +
RDL)
INDIRECT: Partners such as
McKesson? Bundled with an
EMR? CROs? OEMs
Value-driven model (high personalization of offering)
Fixed costs low (no major cap ex to get started, and some costs are proportionate
to growth, while others are reduced through economies of scale.)
Cash-flow should be watched tightly at the beginning (net 30 after submission of
first invoice, unless we can negotiate % upfront)
Platform as a Service (+ 10-20% custom work)
Fee for service: Custom software development contract
Data curation services
Subscription: Maintenance/support contract
27. Business Model Canvas: MIRA
Key Partners
Problem
Image processing
IP attorney
CPA/CFO
Med Center for
studies/validation
NMSS
Key
Solution
Activities
Algos
Unique Value
Proposition
Software design and dev
Image processing
Customer development
Validation & pilots
1. Improved patient
outcome by
identification of optimal
treatment paths
2. Saves time
3. Improves relationship
Key Activity
Key
KOLs, case studies
Patient stories,
community
Expert dedicated project
lead
Thought-leadership
Customer
Segments
MS Neurologists
MS Patients
Medical Centers
CROs
AI team
DB and mobile dev team
Designer
Product
Regulatory
Channels
Pharma
4. Increases compliance
Resources
Channels
Payors
5. Increases probability of
success of clinical trial
(patient id)
OEM/Mobile tool
provider ePocrates?
NMSS
Cost Structure
Direct sales 1:1
Revenue Streams
Core team
Dev tools
Licensing from UCSF (equity at end of Series A)
Date: 06/05/2013
Customer
Unfair
Relationships
Advantage
Version Name: v02
- Pay per use (cash or credits) (Credits are
earned for sharing data)
- Fee for custom development
- Maintenance /upgrade subscription
28. Business Model Canvas: MIRA (bold items are validated)
Key Partners
Problem
Image processing
Med Center for
studies/validation
Data generating devices
NMSS
EMR
Key
Solution
Activities
Algos
Unique Value
Proposition
Software design and dev
Image processing
Customer development
Validation & pilots
1. Improved patient
outcome by
identification of optimal
treatment paths
2. Saves time
3. Improves relationship
Key Activity
Key
Resources
AI team
DB and mobile dev team
Designer
Product
Regulatory
4. Improve patient
retention; ROI on
infrastructure; decrease
penalties (MU2)
Customer
Segments
Get: Awareness
campaign (Conferences,
KOLs, articles)
MS Neurologists
Keep & Grow: Expert
dedicated project lead
Channels
Medical Centers
Purchasing
Pharma
Payers
Clinical researchers
Channels
APIs/existing systems
5. Visualize their own
data; realize translational
promise
Cost Structure
Direct 1:1 sales
Revenue Streams
Core team
Dev tools
Licensing from UCSF (equity at end of Series A)
Date: 06/05/2013
Customer
Unfair
Relationships
Advantage
Version Name: v02
- Pay per use (cash or credits) (Credits are
earned for sharing data)
- Fee for custom development
- Maintenance /upgrade subscription
Editor's Notes
[[ SLIDE 1 TITLE ]] We Are MIRA Medicine a Spin- off from UCSF Neuroloogy and a first genetration of precision medicine application in complex diseaseWe deliver aster more precise clinical decision at low cost !
[[ SLIDE 2 Presentation ]] I am Raphy Loren Business Lead I am PA Gourraud analytics leads I am Jason Crane Software Lead
[[ SLIDE 3 STARTING POINT ]] [Raphaelle] Starting the LLP we had a rich man’s Problem ! We had developed a workingprototype, and almost each time we would demo it, our audience would come up with new opportunities – from augmenting the physician-patient relationship to We couldn’t choose between the 2 problems we were proposing to solve: helping patients with MS and solve the flood of data from modern medicine to change practiceThe problemturned into a bit of schizophrenia: are we a product company OR are we a Service company ? Offering what we did for MS as a Service for other research centers?Or build a MS-centered product to respond to the needs of community neurologists?--- [PA] “ an Application “ [Jason] OR a data analytics platform for all the complex diseases --[Raphaelle] We adopted the Steve Blanks’ s Method – Go and ask people outsdie the Lab ! And answer where is value in the platform of in the data you analysed but also when is the value ?Now with the protot or later with more than the proto . Are we a service company or a product company? [May not have to choose] A platform and an app? How do we provide value now and later? [Tiered model]What is our disease focus? [Neurological? Auto-immune conditions?
Complex, life-long diseases are very difficult to assess, predict, and treat efficiently.Multitude of factors to assess diseaseDeluge of data on each factorLack of visibility in disease progression at individual level and trends at population levelLow-reproducibility of assessment (primary score is aggregate)Frustrating and costly trial and error (increasing number of DMTs)Knowledgegap between specialty centers and community providers
average lifetime cost of treatment $1.2M+ trends from other industries (patients and physicians benefit from visualizations in other fields : travel, finance, education, real estate)
[[ SLIDE 3 STARTING POINT ]] [Raphaelle] Starting the LLP we had a rich man’s Problem ! We had developed a workingprototype, and almost each time we would demo it, our audience would come up with new opportunities – from augmenting the physician-patient relationship to We couldn’t choose between the 2 problems we were proposing to solve: helping patients with MS and solve the flood of data from modern medicine to change practiceThe problemturned into a bit of schizophrenia: are we a product company OR are we a Service company ? Offering what we did for MS as a Service for other research centers?Or build a MS-centered product to respond to the needs of community neurologists?--- [PA] “ an Application “ [Jason] OR a data analytics platform for all the complex diseases --[Raphaelle] We adopted the Steve Blanks’ s Method – Go and ask people outsdie the Lab ! And answer where is value in the platform of in the data you analysed but also when is the value ?Now with the protot or later with more than the proto . Are we a service company or a product company? [May not have to choose] A platform and an app? How do we provide value now and later? [Tiered model]What is our disease focus? [Neurological? Auto-immune conditions?
[[SLIDE 6]] We wanted to develop this great know-how for everyone TOO MANY VALUE PROP for TOO MANY CUSTOMER SEGMENTS So what did we learn from our interviews ? Pharmas, Clinicians. Researchers etcetc
Prisoners of our own solution:this existing solution was constraining us in finding needsToo many directions! Our BMC is a mess! Let’s narrow down to who has the biggest pain points and can pay for our offering, whether it’s a product or a service
Let’s narrow down to who has the biggest pain points and can pay for our offering, whether it’s a product or a servicewe refined the Value Proposition and Started chopping out the Customer Segments We excluded the MS patients, not because there is not demand but because we did not want to become a 23 and me for MS patients, too many regulatory problems.
Identify the best match between the Value Propositions and the multiple customer segments in order to find the easiest customer relations and channelsFeeling better Categorize interest and started to clarify it
We need validation!
PresentMIRA Spin off from UCSF NeurologyFirst product MIRA MS is the extension of the research tool MS BioscreenMarket: research centers, medical centers, and ACOs for MSVision for the future. Product vision MS: Augment the MS DB by 20x in 2 years Develop analytics for comparison and prediction Other diseases: Port model to Parkinson’s, RA, Alzheimer’s, Cognitive system platform for complex diseases by 2018
[[SLIDE 5 Our MARKET ]] [Raphaelle] With this Prototype we have a pretty clear MARKET POSITIONNING. “ Our offering places MIRA at the convergence of precision medicine, bioinformatics (knowledge management tools), and clinical care markets – each poised for exponential growth. The healthcare decision support market represented $202 million in 2012 and rapidly growing, thanks to mutually reinforcing factors, including: the dramatic reductions in costs of human genome sequencing; innovation and dramatic cost reductions in cloud-based data storage and parallel computing; new regulations such as the HIGHTECH Act of 2009, specifically the Meaningful Use incentives and requirements, are powerful drivers for adoption and use of Electronic Medical Records systems; consumer expectations of access to information and demand for quality of care; new reimbursement models based on quality of care and outcome, including Accountable Care Organizations. The nascent Clinical Care market is focused on providing tools that can be used by physicians at the point of care to amplify their expertise by complex, data-driven analyses, and is estimated at $100M in 2015. MIRA’s initial focus is on Multiple Sclerosis which has an incidence of 500,000 patients in the United States and 20,000 new cases identified every year. A life-long disease, Multiple Sclerosis has no cure, and currently approved Disease Modifying Therapies (DMTs) cost between $20-60,000 per patient per year. The MS therapeutics market, where 9 currently approved and 5 additional DMTs seeking FDA clearance are competing, is worth $7B per year in the US alone.If MIRA were to focus exclusively on MS, we would estimate our market size to 15-25M. By expanding to additional complex diseases and offering a platform, we estimate our market size at $100-200M.
…- It is already happening We are coached by a VC We have a research parternwho just got 900,000 awarded …
[[ SLIDE 1 TITLE ]] We Are MIRA Medicine a Spin- off from UCSF Neuroloogy and a first genetration of precision medicine application in complex diseaseWe deliver aster more precise clinical decision at low cost !
Value prop for physicians/cliniciansData-driven, personalized view supports patient education and communication (data-driven and visual) and shared decision makingVisual cues leads to better information retentionBetter retention and shared decision making lead to better adherence and hence efficacy and outcome.
Value prop for physicians/cliniciansData-driven, personalized view supports patient education and communication (data-driven and visual) and shared decision makingVisual cues leads to better information retentionBetter retention and shared decision making lead to better adherence and hence efficacy and outcome.