The document summarizes the progress made during a 5 day Lean Launchpad process for a proposed mobile medicine startup. Over the 5 days, the team: 1) Restarted with a new customer focus; 2) Discovered limitations in their initial business model through customer interviews; 3) Conducted a deep dive to further validate problems and solutions; 4) Explored new pathways like telemedicine reimbursement policies; and 5) Analyzed the financial projections, concluding the model is profitable but requires continued clinic growth. In total they conducted 77 customer interviews to refine their model.

1. Lean Launchpad: Day 5
M O BI LE
M ED I CI N E
Serving medically underserved communities through a virtual web platform
Kenneth Cheng Lisa Ahn David Dabscheck Alisa Umanskaya Thiago Kapulskis
Columbia College GSAS Biotechnology EMBA PhD Physiology MBA
Interview Day 1 Day 2 Day 3 Day 4 Day 5 Total
No. 24 16 14 18 5 77

2. Our Journey
• DAY 1: RESTART
• DAY 2: DISCOVERY
• DAY 3: DEEP DIVE
• DAY 4: NEW PATHWAYS
• DAY 5: ANALYSIS

3. Business Model Canvas: Day 1

4. Business Model Canvas: Day 1
What we thought:
1.) The customer segments are:
-Disabled/elderly who have
limited mobility/access to
care
 Their PAIN: Difficulty
getting to the Dr’s office
 Their GAIN: Accessibility to
care and convenience of
home visit
-Pts with busy schedules
 Their PAIN: limited time to
see a physician
 Their GAIN: Convenience
of timely appt. to location
and time specified by Pt

5. RESTART
Hi, I’m Dale. I have a sore throat, fever and
chills. My address is 25 Skylar Drive. I am free Hello Dale, I’m Gina. I’d be happy to set
from 2pm-5pm tomorrow. Can I make an up your appointment. The MCM solution
appointment? will arrive tomorrow between 2-2:30pm.
M O BI LE
M ED I CI N E
Dale Armstrong: Gina Harris:
Homebound patient MCM Appointment Services

6. Business Model Canvas: Day 2

7. Business Model Canvas: Day 2
What we learned:
1.) START-OVER!!
2.) -The elderly
 24% would use Mobile So…..
Cloud Medicine. Use
appointments as an
opportunity to go outdoors
-Pts with busy schedules
 16.7% would use Mobile
Cloud Medicine if they had to
pay a small fee.
-MDs
 Are not confident in an
individual technician/PA/RN’s
abilities to correctly diagnose

8. National Health Rural Clinics/
Service Corp Patients
OUR NICHE
Virtual Health
Platforms

9. Day 3

10. Day 3
What we learned:
1.) -Low income rural community
 69% would use Mobile
So………
So…..
Cloud Medicine
-MD/physician
 75% would only relocate
to urban areas if eligible for
loan repayment program
 1 Anesthesiologist
expressed interest in
volunteering to serve
underrepresented areas 1
day per month free of cost
2.) Billing CPT Codes
- $50 Average Medicaid
reimbursement for check-up
- Expect $40-$45 for online
consultations

11. DEEP DIVE

12. Customer Archetypes
•Dr. Julia Lamb, • Brooks County Clinic in  Georgia Department of
rheumatologist; married to Georgia run by Dr. Jackie Health
Jason Schpiel, JD
Brown, GP  Underserved rural
•Works part-time in private
practice • Established and valued areas result in less
–has patient patient/doctor relationships preventative medicine
cancellation—logs in community and higher costs
onto Cloud Health • In need of  Already exploring
–has two “family” assistance/training for telemedicine solutions
days—can take ad- more complex or chronic
hoc/pre-scheduled  2.5 million on Medicaid
virtual appointments cases (eg cardiovascular
from home abnormalities)

13. Day 4

14. What we learned:
1.) The Channels are:
-Social workers
 3 of 3 expressed willingness to serve as a social channel
-State Medicaid
Day 4  policies vary widely. 39/50 state governments willing to consider
telemedicine reimbursement if Pt health outcomes are
So………
So…….. comparable
2.) Revenue Stream:
 USDA granted ~30 million dollars to utilize telemedicine and
collect outcome data
3.) Results:
 Preliminary data in ‘comprehensive reimbursement’ states
show telemedicine health outcomes are comparable
 GPs benefit from virtual medicine by linking with specialists

15. Telemedicine Field Today
Project Description Location Limitations How we differ
Project ECHO Telemedicine New • No ad-hoc Their focus: long-term
program developed Mexico component. GP/specialist
to treat chronic and • Not clinic-friendly relationships
complex diseases in (interview).
rural and • Revenue model Our focus: focus on ad
underserved areas complicated in other hoc specialist
states (not loan component, with
repayment-based). appointment-based
longer term
relationship options
available
Ohio Telemedicine Ohio • No ad-hoc Setting
Department of program between 32 component (seems
Rehabilitation prisons and Ohio to work in the
and Correction State University setting)
telemedicine Medical Center
project
Georgia Georgia • Urban specialists Scheduling makes it
Partnership for have “block time”- inaccessible on ad-hoc
telehealth based apt scheduling basis.
(cumbersome).

16. Medicaid Reimbursement Policy for Telemedicine across the US
27 : Partial reimbursement
12 : No reimbursement
11 : Comprehensive reimbursement

17. Day 5

18. ANALYSIS
Patient
Channels
Direct Sales Rural clinic State
Medicaid
Direct sales (med
schools, hospitals, Urban MD
conferences), web
advertising, etc. Cloud Medicine
National gov’t
Reimbursement $50 (loan repayment
Doctor’s fee $30 programs)
Customer acquisition/clinic $5000
Variable overhead/visit $5
Attrition rate 10%/y
ear Color
Sale cycle/clinic 2 mo. Black Cash flow
Sale cycle/doctor 2 wks. Other Distinct
relationship

19. A profitable Start-up? Months 1-18
700000
600000
500000
400000
Revenues per Clinic
300000
Variable Costs
Total Costs
200000
EBIT
100000
0
2 4 6 8 10 12 14 16 18
-100000
-200000

20. However….
900000
800000
700000
600000
Conservative 500000
Revenue
Case (300 VC
400000
TC
Clinics 300000
EBIT
Maximum) 200000
100000
0
20 22 24 26 28 30 32 34 36
1600000
1400000
1200000
1000000
With Continued Revenue
800000 VC
Clinic growth of
600000 TC
5%
EBIT
400000
200000
0
20 22 24 26 28 30 32 34 36

21. Financial projections
$10,000,000
$8,000,000
$6,000,000
0-18 Months
$4,000,000 19-36 Months (conservative)
19-36 (with growth)
$2,000,000
$-
Total Revenue Total Costs Net operating profits
$(2,000,000)

22. Lean Launchpad Conclusions
• Be on the same planet as your ME
customer.
Understand their needs. Customer
• Innovation is not always innovative.
• Focus---Solve one problem at a time. In the beginning stages, you
can’t fix everything
• ‘If start-ups are your babies, you are married to your team’

23. Heaven health
Dr. Ana Zeonice

24. M O BI LE
M ED I CI N E
Serving medically underserved communities through a virtual web platform
Kenneth Cheng Lisa Ahn David Dabscheck Alisa Umanskaya Thiago Kapulskis
Columbia College GSAS Biotechnology EMBA PhD Physiology MBA

25. M O BI LE
M ED I CI N E
We Serve medically underserved communi-

26. Mobile Cloud Medicine Interviews
Mobile Cloud Medicine Interviews
Mode Name Type No.
Interview Elderly 4
Interview Time restricted 12
Interview Disabled 4
Interview Law Student 3
Interview Hospital PT 2
Interview Dave K. MD 1
Interview Odeyl MD 1
Interview Jack M. MD 1
Interview Laura F. Sponsored Projects Officer 1
Survey MD 21
Survey Medical Student 13
Interview Randall L. Assistant Dean Rural and Underserved Program 1
Interview David G. Clinic 1
Interview Georgia Partnership for Telehealth 1
Interview Drew F. MD/MBA 1
Interview Domain Expert 2
Interview Mark R. Domain Lawyer 1
Interview S. Cicero Support Staff 1
Webinar ECHO 1
Alina Genis, Emilie Wasserman,
Akil Puckerin, Lana Pushlikova,
Interviews Sofiya Chernyak Medical Students ___5__________
Interview May N. Georgia Department of Community Health
TOTAL 77