AccuRx Pitch Deck: Slide-by-Slide Breakdown

The Series B Narrative: From Utility to Infrastructure

AccuRx’s Series B deck is a masterclass in showing, not just telling. By 2021, the company had already achieved what most health-tech startups only dream of: near-total market saturation in a primary care setting. This deck isn't about proving that doctors want to text patients; it's about proving that AccuRx is the only platform capable of connecting the entire British healthcare system. The narrative is structured around a transition from a simple 'task efficiency' tool to a 'system-wide infrastructure' that could eventually replace the traditional medical record.

The Vision and the Problem

Slides 1-5 establish the 'Why' and the 'Vision.' Slide 3 presents a stark reality of modern medicine: for every one hour spent with patients, staff spend two hours doing admin. They frame this as a communication problem, noting that 70% of the $9tn spent on healthcare globally is spent on people. The vision (Slide 4) is a circular ecosystem where the patient is at the center, surrounded by a ring of carers, nurses, GPs, and family members who can all communicate seamlessly. Slide 5 introduces the most ambitious part of the pitch: the 'communication record.' By aggregating conversations across providers, AccuRx intends to create a data layer that 'subsumes the medical record,' positioning themselves as the primary interface for healthcare data.

Building the Infrastructure and Traction

Slides 6-9 focus on the current state of the business. Slide 7 shows the product in action, emphasizing that it takes only 'two clicks' for a GP to message a patient. This simplicity is the engine behind the growth shown on Slide 8. The metrics here are staggering for a Series B company: 96% of UK GP practices are users, with 130,383 weekly active staff as of May 2021. Even more impressive is the reach: they have messaged 36,243,706 unique patients, which accounts for over 60% of the UK population. Slide 9 reinforces this quantitative success with qualitative 'love' from users, featuring testimonials from GPs who claim the tool has 'revolutionised' their practice and even 'saved my life' by reducing overtime.

Product Agility and Team Culture

Slides 10-12 highlight the company's execution capabilities. Slide 11 uses the example of video consultations to prove technical speed, noting the feature was built and deployed in under 72 hours to 3,500 practices during the pandemic. This wasn't just a hack; it became the first self-service product awarded a national contract. Slide 12 focuses on the 'world-class, diverse team.' In a competitive talent market, AccuRx highlights its 5.0 Glassdoor rating, a 9.2 Peakon engagement score, and the fact that they had only 3 voluntary departures while growing to 95 employees. They also explicitly track diversity, noting that 53% of the team and 29% of the engineering team are people of marginalised genders.

The Strategy: Moving Up the Value Chain

Slides 13-17 outline the 'Ask' and the future roadmap. AccuRx was seeking £25m to execute three goals. Goal One (Slides 14-15) is about creating an 'adoption flywheel' beyond GPs. They show early success with 'AccuRx Web,' which is already in 11% of NHS trusts. They also introduce 'Record Access,' allowing any clinician to view a GP record in real-time, with 98% coverage currently in testing. Goal Two (Slides 16-17) is the financial heart of the deck. It illustrates a move from the £100m 'task efficiency' market to the £5bn 'improved patient outcomes' market. This involves moving beyond simple messaging into 'behaviour change programmes' for chronic diseases like asthma and COPD.

The International Play

Slide 18 addresses the 'Why now' and 'Why the UK.' AccuRx argues that the NHS is the perfect laboratory to prove their core product because of its single-payer structure and lack of provider competition. By fixing communication in the NHS first, they believe they will be 'ready for international expansion' into markets with different incentives. This slide serves to de-risk the investment for those worried about the company being 'trapped' in the UK market, suggesting that the NHS is a feature, not a bug, of their development strategy.

What AccuRx Does Exceptionally Well

The strength of this deck lies in its inevitability . When a company can point to 96% market penetration (Slide 8), the question for investors shifts from 'Will this work?' to 'How big can this get?' AccuRx handles this shift by moving the goalposts from a messaging app to a data infrastructure play. Their use of 'Example one' (Slide 11) to show rapid deployment is a brilliant way to demonstrate that their high penetration isn't just a fluke of timing, but a result of superior engineering and product management. Furthermore, the focus on 'Staff's time' (Slide 3) as the primary unit of waste in healthcare is a highly relatable and quantifiable problem that resonates with both clinicians and treasury departments.

What is Missing from the Deck

Despite the incredible traction, the deck is noticeably light on unit economics and revenue figures . While they mention the size of the markets they are targeting (£100m and £5bn on Slides 16-17), they do not disclose their current Annual Recurring Revenue (ARR), Churn (though they mention low staff attrition), or Customer Acquisition Cost (CAC). Given the 96% penetration, one might assume CAC is low, but for a Series B, investors usually expect a deeper dive into the 'money in, money out' mechanics. Additionally, there is no competitor slide . While they may feel they have no direct competitors in the UK GP space, there are certainly other clinical communication tools and EHR (Electronic Health Record) giants that might view AccuRx's 'communication record' vision as a threat.

What Other Founders Should Copy

Founders should emulate AccuRx’s 'Goal-Oriented Ask' (Slide 13). Instead of just saying they are raising £25m for 'growth,' they break it down into three specific strategic objectives. This gives investors a clear framework for how success will be measured in the next 24 months. Another key takeaway is the 'Traction as a Foundation' approach. AccuRx doesn't lead with the vision; they lead with the fact that they have already won the GP market. This gives them the 'right to win' the more ambitious 'communication record' and 'patient outcomes' markets. Finally, the inclusion of culture metrics (Slide 12) as a core part of the pitch is increasingly important. Showing high engagement and low attrition proves that the company can scale its most important asset—its people—without breaking the internal engine.