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- 1. Copyright © 2014 QoC Health Inc. -‐ Private and Confiden=al Private and Confiden/al Copyright No/ce Copyright © 2014 QOC Health Inc. No part of this document may be copied without the express wriHen permission of QOC Health Inc. Trademarks Any / all product names men=oned in this document may be trademarks or registered trademarks of their respec=ve companies and are hereby acknowledged. Confiden/ality QOC Health Inc. has prepared this document for the sole purpose and exclusive use of the recipient. Due to the confiden=al nature of the material in this document, QOC Health Inc. requests this document and its contents not be discussed, disclosed, or divulged without prior wriHen consent of QOC Health Inc. Confidentiality Notice
- 3. The Problem • Too costly to keep pa=ents in hospital › >50% of Canadian tax revenue is spent on healthcare • ShiTing care to community without proper support is costly and inefficient: › Re-‐admissions cost Canada $1.8 billion / year › Unnecessary appointments cost the US $125 billion / year › Missed opportuni=es because of lack of in-‐home data › Poor pa=ent experiences
- 4. Copyright © 2014 QoC Health Inc. -‐ Private and Confiden=al Our Solution Mobile solu/ons that facilitate shiTing care to the community: 1. Two-‐way communica=on between healthcare providers and pa=ents › Pa#ent monitoring › Connec#vity to informa#on, resources, supports › Pa#ent access to health informa#on 2. Informa=on sharing between healthcare providers 3. Integra=on with exis=ng systems and workflows › Scalability with new popula#ons and applica#ons
- 5. Copyright © 2014 QoC Health Inc. -‐ Private and Confiden=al Our Solution
- 6. Copyright © 2014 QoC Health Inc. -‐ Private and Confiden=al Our Solution
- 7. Copyright © 2014 QoC Health Inc. -‐ Private and Confiden=al Our Solution OUR CLOUD CONNECT PLATFORM Profiles – Data – Analy#cs – Connec#vity – Privacy and Security OUR APPS Post– surgery discharge monitoring Aging well Wound care Other QoC apps in development Apps from other developers Shi$ing care the community through a unified pla5orm
- 8. Copyright © 2014 QoC Health Inc. -‐ Private and Confiden=al Management Team Chancellor Crawford -‐ Chief Execu:ve and Technology • Life long entrepreneur with a extensive background in startups and technology • Co-‐Founded Thindata, Canada’s leading marke=ng and communica=ons service provider John Semple, BSc, MD, MSc, FRCSC, FACS -‐ Healthcare Strategy • Currently Surgeon-‐in-‐Chief at Women’s College Hospital in Toronto • Professor of Surgery at the University of Toronto Randy Ostojic, BSc -‐ Business Strategy • Former Vice President of Sales for HP Canada • Leadership roles in HP Financial Services, Enterprise and Public Sector Groups. Sarah Sharpe, BSc, MSc -‐ Healthcare Analy:cs and Quality Improvement • BSc in Psychology, MSc in Epidemiology, pursuing a PhD in Health Services Research • Leadership experience in measurement, balanced scorecards and pa=ent sa=sfac=on Raymond Shih, BComm, MBA, CGA – President and Finance • Formerly Strategy and Opera=ons manager at Grand Challenges Canada • Experience in management consul=ng, finance, opera=ons management
- 9. Copyright © 2014 QoC Health Inc. -‐ Private and Confiden=al The QoC Difference 1. Plagorm approach vs. standalone apps › Scalability 2. Integra=on with current systems / workflows through HL7 › Partnership with McKesson Canada › Accelerated uptake from healthcare providers 3. Tools designed with pa=ents for pa=ents › Improved user experience 4. Strong emphasis on independent valida=on › Funding sustainability
- 10. Copyright © 2014 QoC Health Inc. -‐ Private and Confiden=al Pricing Model • We sell today to hospitals, health systems, private healthcare providers, and agencies: › One-‐=me setup cost between $20-‐100K › Service cost of $1-‐$7 per pa=ent per day depending on volume, pa=ent type, and contract length › Medium to larger deployments = ~$300K per year • In future, we will license out our API to external developers = plagorm as a service model
- 11. Copyright © 2014 QoC Health Inc. -‐ Private and Confiden=al Go-to-Market Category Es/mated market ($ billions) Lead genera/on and sales Post surgery monitoring $6.2 – $19.8 Thought leadership – Dr. John Semple Business development – Randy Ostojic Wound care $4.8 -‐ $8.7 Thought leadership – Dr. John Semple Business development – Randy Ostojic Transi=ons in care $3.2 -‐ $3.8 Thought leadership – Dr. John Semple Business development and gov’t engagement – Randy Ostojic Plagorm / soTware as a service $3.5 Thought leadership – Chancellor Crawford Leverage funders network – Raymond Shih Direct marke=ng Total (North America) $17.7 -‐ $35.8
- 12. Copyright © 2014 QoC Health Inc. -‐ Private and Confiden=al Traction • Pilot project: post-‐surgery monitoring 2011-‐2012 › 65% cost savings vs. in-‐person follow-‐up › 3.9/4 average pa=ent sa=sfac=on • 2013 revenue = ~$280K • 2014 expected revenue = ~$730K › 6 current clients (1 more in final nego=a=ons) › ~$500K commied
- 13. Copyright © 2014 QoC Health Inc. -‐ Private and Confiden=al Timeline / Growth Milestones Pre-‐seed (complete) • Incorporated -‐ Nov.2010 • MVP and first pilot project -‐ Sep. 2011 • Annual revenues of > $250K – Dec. 2013 • First interna=onal client signed -‐ Feb. 2014 Seed Round (current) • +1 mul=-‐year (>3) client -‐ Dec. 2014 • +4 mul/-‐year clients – Dec. 2015 • +10 pilot projects – Dec. 2015 • Patent protec/on Series A (future) • $10 million in revenue • 30-‐40 clients with recurring • iOS and Android deployments • SoTware development kits as an ac=ve revenue stream
- 14. Copyright © 2014 QoC Health Inc. -‐ Private and Confiden=al Use of Proceeds Raising $800,000 in equity + FedDev funding: • $4 million pre-‐money • Vo=ng shares • Non-‐cumula=ve, preferred dividends • Piggyback and drag-‐along rights • Board seat • Investor exit in 4 years $-‐ $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 2014 2015 2016 2017 2018 Expenses by func/on General opera=ons Business development / marke=ng Client delivery Product development / IT
- 15. Copyright © 2014 QoC Health Inc. -‐ Private and Confiden=al Finances 2011 2012 2013 2014 2015 2016 Actual Actual Actual Projected Projected Projected Revenue $-‐ $70,800 $280,979 $734,720 $1,462,700 $4,590,000 Expenses $57,614 $193,933 $323,093 $856,986 $1,674,620 $1,596,670 Net Income $(57,614) $(123,133) $(42,114) $(112,267) $(211,920) $2,993,330 # of Customers 0 2 3 9 21 55
- 16. Copyright © 2014 QoC Health Inc. -‐ Private and Confiden=al Exit Strategy Poten/al acquirers Electronic Medical Record Vendors Currently 44 different EMR vendors in Canada. EMR vendors will be pressured by health centres to add mobile monitoring to their solu/ons. Telco Fierce compe//on between telco providers to provide value add mobile services to their customers. Home monitoring major area of focus. Private Healthcare Providers Mobile monitoring key differen/ator. Addi/onal revenue streams for private clinics with at home monitoring solu/ons. Pharmaceu/cal Recent acquisi/ons demonstrate strong interest in mobile monitoring solu/ons for clinical trials and data analy/cs.
- 17. Copyright © 2014 QoC Health Inc. -‐ Private and Confiden=al Chancellor Crawford Chief Execu=ve & Technology chancellor.crawford@qochealth.com Dr John Semple Healthcare Strategy john.semple@qochealth.com Sarah Sharpe Healthcare Analy=cs & Quality Improvement sarah.sharpe@qochealth.com Randy Ostojic Business Strategy randy.ostojic@qochealth.com Raymond Shih Finance & Opera=ons raymond.shih@qochealth.com
- 18. Copyright © 2014 QoC Health Inc. -‐ Private and Confiden=al Impact and Awards • B Corp Cer=fica=on • American Telemedicine Associa/on 2014 Best Student Paper: “Breast Reconstruc=on Follow-‐up Using QoC Health Mobile App…” by Dr. Ka=e Armstrong • MaRS Impact8 • SVX • VentureLab RASF