What is the specific business model of PersonalCare?

PersonalCare operates as a management entity for concierge medical practices. According to slide 5, they generate revenue through two fee structures: a percentage of revenue (averaging 55% in existing practices) or a cost-plus markup (approximately 20% for new developments). They provide the operational infrastructure, allowing physicians to focus on patient care while the company captures a significant portion of the practice's gross revenue.

How does the company define its target market?

The company is hyper-focused on the '1%'. Slide 4 defines the prototypical member as an executive with a household income of $250,000 or more. They identify 280,000 such households in Southern California, representing 900,000 prospects. Their stated goal is to capture 3% of this specific demographic to reach 21,000 managed members.

What are the terms of the Series B investment mentioned in the deck?

Slide 10 details a request for $1 million out of an authorized $2 million Series B Preferred growth equity round. This $1 million represents 4% of the company. The investment includes an 8% accruing preferred distribution and a liquidation preference designed to enhance tax shields and IRR. The slide notes a closing date target before April 15th, 2014.

Who are the primary competitors identified by PersonalCare?

Slide 3 and slide 9 identify several competitors in the concierge and primary care space, including One Medical (described as low-price), MDVIP (sold for ~$300M), Qliance, Iora Health, and MD^2. PersonalCare differentiates itself by focusing on the high-end market and 'full range of solutions' rather than mass-market appeal.

What is the projected financial performance for the company?

Slide 8 provides a 'Steady State' forecast for the current practice footprint. It projects revenue increasing from $3.6 million in 2015 to $8.0 million in 2018. While the company expected an EBITDA loss of $(660)k in 2015, they forecasted becoming profitable in 2016 with $1.1 million in EBITDA, scaling to $3.5 million by 2018.

PersonalCare Pitch Deck (2014): 19-Slide Series B Deck

See all 19 slides of the PersonalCare pitch deck — a 2014 Series B deck — with a slide-by-slide teardown of what the deck does well and where it falls short.

PersonalCare is a management services organization (MSO) for concierge medicine, specifically targeting the '1%' in Southern California. The deck outlines a strategy to acquire 3% of the 280,000 households in the region earning over $250,000 annually. Their business model relies on management fees, either as a percentage of practice revenue (averaging 55%) or a cost-plus markup (approximately 20%). The presentation highlights a highly fragmented $5 billion industry growing at a 34% CAGR. Seeking $1 million of an authorized $2 million Series B at a $25 million post-money valuation, the company…

Key takeaways

The company targets households with annual incomes of $250,000 or greater, specifically aiming for 21,000 members in Southern California (Slide 4).
Management fees in existing practices average 55% of practice revenue, with physicians generating approximately $625k in fee revenue at a 380-member capacity (Slide 5).
Concierge medicine is identified as a $5 billion industry with a 34% CAGR over the last three years (Slide 3).
The financial forecast predicts revenue growing from $3.6 million in 2015 to $8.0 million in 2018 for the current practice footprint (Slide 8).
The Series B ask is for $1 million for 4% of the company, implying a $25 million valuation (Slide 10).
Investment terms include an 8% accruing preferred distribution and an LLC liquidation preference (Slide 10).
The competitive analysis positions PersonalCare as high-end, specifically contrasting it with 'low-price' competitors like One Medical (Slide 3 and 9).
The management team includes Troy Medley (CEO), Dr. Jim Lindberg (CMO), and Kevin Davidson (CSO), all holding advanced degrees like MBAs or MDs (Slide 7).

Executive Summary and Value Proposition

Slides 1-2: The Hook and Mission

The PersonalCare deck opens with a high-contrast visual of an individual in a transit hub, immediately establishing a tone of exclusivity. The tagline, "It's not for everyone. It's healthcare for you," reinforces the boutique nature of the service. Slide 1 also introduces the core market thesis: a $5 billion industry growing at a 34% CAGR, citing The Concierge Medicine Research Collective. This sets the stage for a high-growth opportunity in a fragmented market.

Slide 2 provides a blunt mission statement: "PersonalCare helps doctors, health systems, and companies provide optimal health solutions to the 1%." By explicitly naming the 1% as their target, the company avoids the ambiguity often found in healthcare pitches. They are not solving for universal access; they are solving for premium service delivery to high-net-worth individuals.

Market Dynamics and Competitive Landscape

Slide 3: Industry Growth

Slide 3 elaborates on the macro environment. It attributes the growth of concierge medicine to "healthcare inflation & decreasing service quality" in traditional primary care. The slide notes that 60% of concierge physicians practice alone, highlighting a lack of consolidation. PersonalCare positions itself as a potential "category killer" in a market where sophisticated competition is allegedly absent in Southern California.

The slide also uses social proof by listing capital raises from other players: One Medical ($140 million), Qliance ($27 million), and Iora Health ($70 million). It specifically mentions the sale of MDVIP for ~$300 million in April 2014 at an estimated 19x trailing EBITDA. This provides a clear exit benchmark for investors, though it notes One Medical is a "low-price competitor," further distancing PersonalCare from the mass market.

Slide 9: Competitive Mapping

The competition slide uses a multi-axis line graph to compare PersonalCare against Iora, MDVIP, Qliance, and MD^2. The categories include Pricing, Integration of Fitness & Nutrition, Scalability, Technology, Delivery Platform, Range of Solutions, Health System Positioning, and Mass Market Focus. PersonalCare places itself at the top of almost every premium category while intentionally scoring low on "Mass Market Focus." This visualizes their strategy of being the most comprehensive, high-end provider compared to the more specialized or lower-cost alternatives.

Geographic and Demographic Focus

Slide 4: Geographic Scope

PersonalCare focuses its initial efforts on Southern California. Slide 4 provides a map with circles around Los Angeles, Orange County, and San Diego. The data is granular: they identify 280,000 households with incomes over $250,000. Their goal is a 3% market share, which equates to 21,000 members. By defining the "prototypical member" as an executive earning $250k+, they provide a clear profile for their sales and marketing efforts.

Operations and Business Model

Slide 5: Revenue Mechanics

The business model slide explains how PersonalCare makes money as a Management Services Organization (MSO). They manage practices for a fee, which is either a percentage of revenue or a cost-plus markup. In existing practices, this fee averages 55% of total practice revenue. The slide provides a specific unit economic milestone: once a physician's membership panel hits 380 members, they generate approximately $625k in management fee revenue. Practice margins at capacity are stated to be approximately 40%.

For new developments in LA and San Diego, they utilize a "cost + mark up" model (approximately 20%). While these have lower margins than the percentage-of-revenue model, the deck claims these locations are "immediately profitable," allowing for lower-risk scaling into new territories.

Slide 6: Distribution Channels

The distribution strategy is presented as four overlapping circles: Direct Sales, Hospital Partnerships, Benefits Brokers, and Strategic Partnerships. This suggests a B2B2C approach, where they leverage existing professional networks (brokers and hospitals) to reach the high-income individuals who are already within those ecosystems. However, the slide lacks detail on the current status or success rate of these specific channels.

Team and Financials

Slide 7: Senior Management

The management team is presented with photos and credentials. The leadership includes Troy Medley (CEO, MBA), Dr. Jim Lindberg (CMO, MD, MBA), and Kevin Davidson (CSO, MHA). The inclusion of both medical and business degrees (MD/MBA) is a common signal in healthcare startups to demonstrate the ability to bridge the gap between clinical quality and operational efficiency. The background image of a high-rise office reinforces the corporate, high-end branding.

Slide 8: Financial Forecast

The "Steady State" forecast covers 2015 through 2018. It is important to note that this forecast is for the "current practice footprint" (3 practices) rather than the entire projected expansion.

2015: 2,360 members, $3.6M revenue, $(660)k EBITDA loss. · 2016: 3,700 members, $5.4M revenue, $1.1M EBITDA. · 2017: 4,400 members, $7.3M revenue, $2.9M EBITDA. · 2018: 4,550 members, $8.0M revenue, $3.5M EBITDA.

The forecast shows a rapid move to profitability and significant margin expansion as the member count approaches the capacity of the three practices.

The Investment Ask

Slide 10: Series B Terms

The final slide in the provided set outlines the investment opportunity. They are seeking $1 million of an authorized $2 million Series B Preferred growth equity round, which represents 4% of the company. This implies a post-money valuation of $25 million. Current investors include Management, a Silicon Valley VC firm, and Hoag Hospital, which provides significant institutional credibility.

The terms are specific: an 8% accruing preferred distribution and an LLC liquidation preference. The use of capital is earmarked for adding business development personnel, underwriting legal costs for new management agreements, working capital, and general corporate needs. The slide sets a hard deadline for closing: April 15th, 2014.

What Works and What is Missing

What Works

Extreme Focus: The deck does not try to be everything to everyone. By explicitly targeting the top 1% and a specific geography (Southern California), the founders demonstrate a clear understanding of their niche. · Unit Economics: Slide 5 provides very specific numbers regarding panel sizes (380 members) and management fees ($625k). This allows investors to model the business easily. · Institutional Backing: Mentioning Hoag Hospital as a current investor on Slide 10 provides a "stamp of approval" from a major healthcare player. · Clear Exit Benchmarks: Citing the MDVIP sale and its EBITDA multiple gives investors a clear picture of what a successful outcome looks like in this sector.

What is Missing

Historical Performance: While the deck provides a 2015-2018 forecast, it does not show audited historical financials for 2013 or earlier, which would be expected for a Series B. · Technology Detail: Slide 9 mentions "Technology Enabled" as a competitive differentiator, but there is no slide explaining what that technology actually is (e.g., a patient portal, proprietary EHR, or telemedicine platform). · Marketing Spend: The distribution slide (Slide 6) is very high-level. It does not disclose the Customer Acquisition Cost (CAC) or the efficiency of the direct sales vs. broker channels. · Risk Factors: There is no mention of regulatory risks, which are significant in concierge medicine (e.g., compliance with Medicare "double-billing" rules or state-specific insurance regulations).

Founder Takeaways

Own your niche. PersonalCare's willingness to say "It's not for everyone" is a powerful positioning tool. Founders should not be afraid to define their market narrowly if the economics of that niche are superior. Be specific about management fees. For MSO models, the breakdown of how fees are calculated (percentage vs. cost-plus) is vital information that this deck handles well. Use industry benchmarks. By citing the MDVIP acquisition, the founders framed their valuation and exit potential within the context of a real-world transaction, making their $25 million valuation ask feel more grounded.

Frequently asked questions

What is the specific business model of PersonalCare?: PersonalCare operates as a management entity for concierge medical practices. According to slide 5, they generate revenue through two fee structures: a percentage of revenue (averaging 55% in existing practices) or a cost-plus markup (approximately 20% for new developments). They provide the operational infrastructure, allowing physicians to focus on patient care while the company captures a significant portion of the practice's gross revenue.
How does the company define its target market?: The company is hyper-focused on the '1%'. Slide 4 defines the prototypical member as an executive with a household income of $250,000 or more. They identify 280,000 such households in Southern California, representing 900,000 prospects. Their stated goal is to capture 3% of this specific demographic to reach 21,000 managed members.
What are the terms of the Series B investment mentioned in the deck?: Slide 10 details a request for $1 million out of an authorized $2 million Series B Preferred growth equity round. This $1 million represents 4% of the company. The investment includes an 8% accruing preferred distribution and a liquidation preference designed to enhance tax shields and IRR. The slide notes a closing date target before April 15th, 2014.
Who are the primary competitors identified by PersonalCare?: Slide 3 and slide 9 identify several competitors in the concierge and primary care space, including One Medical (described as low-price), MDVIP (sold for ~$300M), Qliance, Iora Health, and MD^2. PersonalCare differentiates itself by focusing on the high-end market and 'full range of solutions' rather than mass-market appeal.
What is the projected financial performance for the company?: Slide 8 provides a 'Steady State' forecast for the current practice footprint. It projects revenue increasing from $3.6 million in 2015 to $8.0 million in 2018. While the company expected an EBITDA loss of $(660)k in 2015, they forecasted becoming profitable in 2016 with $1.1 million in EBITDA, scaling to $3.5 million by 2018.

Cover slide of the PersonalCare pitch deck — Series B 2014 — PersonalCare pitch deck, slide 1 (2014)

PersonalCare pitch deck: the facts

Company: PersonalCare
Year: 2014
Stage: Series B
Slides: 19
Sector: Concierge Medicine / Healthcare Management
Deck type: Investment Presentation
Outcome: Not stated
Headquarters: Southern California, USA

PersonalCare pitch deck PDF

The full PersonalCare deck is embedded on this page and can be read slide by slide in the browser — no download or account required. Each slide is covered in the breakdown above.

What the PersonalCare (PersonalCare Physicians) pitch deck was used for

This is a 19‑slide Series B preferred investment presentation for **PersonalCare**, a concierge medicine / healthcare management company that manages executive health programs and concierge medical practices, particularly in Southern California. The deck is dated around 2014 and was used to raise a Series B round focused on expanding its managed concierge medical practice footprint in Southern California. PersonalCare positions itself as a manager of hospital‑affiliated executive health programs and concierge medical facilities integrating primary care, fitness, nutrition and lifestyle education for high‑income individuals and enterprise accounts. The Slideshare description notes that the company served over 1,800 paying members across three locations, generated over $8 million in annual recurring revenue, and was seeking $1 million in funding to expand via physician partnerships and management agreements.

Round: Series B preferred, as identified in the title and description of the investment presentation.

Year: 2014, consistent with the stated deck year and the timeframe of the investment presentation.

Raised: The Slideshare description states that PersonalCare was seeking $1 million in Series B preferred funding at the time of the deck.

Use of funds as presented: According to the Slideshare summary, the company intended to use the Series B funds to expand into new markets through physician partnerships and management agreements.

What the PersonalCare (PersonalCare Physicians) deck got right

Demonstrated traction with 1,800+ paying members and $8M+ ARR. The deck description reports more than 1,800 paying members across three locations and over $8 million in annual recurring revenue, signaling meaningful early traction and validating demand for concierge medical services among high‑income individuals and enterprise accounts.
Capital‑light management model leveraging physician and hospital partnerships. PersonalCare’s model of managing hospital‑affiliated executive health programs and concierge practices, rather than owning all clinical infrastructure, suggests a capital‑light management‑company approach that can scale via physician partnerships and management agreements.
Premium positioning with integrated, holistic concierge offering. The company’s focus on high‑income customers and enterprise accounts allows for premium pricing and integration of primary care, fitness, nutrition, and lifestyle education, which can support higher revenue per member and differentiated service bundles.
Clear trajectory toward EBITDA breakeven. The deck notes that the company is trending toward positive EBITDA by Q4 2015, which signals improving operational efficiency and may reduce financing risk for investors in a Series B round.
Replicable expansion strategy through standardized partnerships. The described expansion plan—entering new markets via standardized physician partnerships and management agreements—gives investors a straightforward growth playbook tied to replicable operational templates rather than ad‑hoc expansion.

What could have been stronger

Limited visibility into unit economics and efficiency metrics. External descriptions of the deck note headline metrics such as 1,800+ paying members, three locations, and $8M+ in annual recurring revenue, but there is no accompanying detail on unit economics (e.g., customer acquisition cost, lifetime value, churn by cohort) or payback periods, making it difficult for investors to assess the efficiency and scalability of the model.
Competitive positioning against other concierge providers is not clearly articulated. The deck’s public description highlights Southern California concierge practices and executive health programs but does not outline a clearly defined competitive landscape or differentiation against other concierge medicine players (such as established national networks), leaving investors to infer how defensible PersonalCare’s position is.
Sparse disclosure on financing runway and scenario planning. While the Slideshare summary cites a target of reaching positive EBITDA by Q4 2015, it does not provide investors, in the public description at least, with a detailed financing plan showing burn rate, runway, and sensitivity analyses under different growth scenarios.
Regulatory and risk considerations not explicitly addressed in accessible materials. The description refers to expansion through physician partnerships and management agreements, but does not specify regulatory, payer, or malpractice risk management approaches, which are particularly important in healthcare services and could be a concern for institutional investors.

How an investor would read this deck

What draws attention

The company reports over **1,800 paying members**, **three locations**, and **more than $8 million in annual recurring revenue**, suggesting meaningful early traction and a proven willingness of affluent patients and enterprise accounts to pay for high‑touch concierge care.
PersonalCare’s focus on managing hospital‑affiliated executive health programs and concierge practices for high‑income clients positions it in a premium, potentially high‑margin segment of the healthcare services market.
The stated plan to expand into new markets via **physician partnerships** and **management agreements** indicates a capital‑light, management‑company model rather than owning all clinical assets outright, which can appeal to investors seeking scalability with lower capex requirements.
A trajectory described as trending toward positive EBITDA by Q4 2015 suggests the business was approaching breakeven at the time of the deck, which can reduce financing risk for a Series B investor compared with earlier‑stage, higher‑burn companies.

Risks that stand out

Concierge medicine and executive health services target a relatively narrow high‑income segment, which may limit addressable market size or expose the company to demand shocks linked to economic cycles.
The model appears dependent on partnerships with hospitals, health systems, and individual physicians; changes in strategy by those partners or renegotiation of agreements could materially affect revenue and growth prospects.
Regulatory scrutiny of concierge medicine, as well as evolving payer rules and patient protection regulations, could affect membership fee structures or require changes in program design, impacting margins and growth.
Without detailed evidence in publicly accessible materials of strong unit economics and low churn, there is a risk that expansion into new markets via physician partnerships and management agreements could stretch operational capacity and erode profitability.

Questions this deck invites

How accurate and up‑to‑date are the reported figures of 1,800+ paying members, three locations, and $8M+ in annual recurring revenue, and how have these metrics trended by cohort over the last 12–24 months (growth, churn, ARPU)?
What are the detailed unit economics for each clinic and program (customer acquisition cost, payback period, contribution margin per member, and fully loaded profitability per site), and how do these compare across existing and planned new
Which specific hospitals and health systems does PersonalCare partner with for its executive health and concierge programs, what are the contractual terms and durations, and how concentrated is revenue among a small number of institutional
What is the regulatory and payer exposure of PersonalCare’s model (e.g., compliance with concierge medicine regulations, balance of fee‑for‑service vs membership fees, malpractice coverage structures), and how have regulators and payers res
Who are the principal competitors in each market (including other concierge networks and independent practices), how does PersonalCare differentiate on services and pricing, and what is the risk of disintermediation by hospitals or large na

What founders can take from the PersonalCare (PersonalCare Physicians) deck

Concierge medicine platforms targeting high‑income individuals and enterprise accounts can demonstrate early traction by tracking paying members, locations, and recurring revenue, and emphasizing metrics like annual recurring revenue and approaching EBITDA breakeven to appeal to investors focused on
Positioning as a management platform for hospital‑affiliated executive health programs and concierge practices can create a capital‑light growth story if the deck clearly explains how physician partnerships and management agreements drive expansion without heavy facility capex.
Including specific membership and revenue figures (e.g., 1,800+ paying members, three locations, $8M+ ARR) in an investor deck provides concrete evidence of market demand and can differentiate a services company in a crowded healthcare landscape.
Highlighting an expected timeline to positive EBITDA (such as a forecasted Q4 2015 breakeven) can reassure Series B investors that the company has a path to profitability and is not purely growth‑at‑all‑costs.
Explicitly tying the use of funds to a repeatable expansion playbook (such as entering new markets through physician partnerships and management agreements) helps investors understand how incremental capital translates into new clinics, members, and revenue.
Leveraging executive profiles and external descriptions that stress integration of primary care, fitness, nutrition, and lifestyle education can help frame a concierge platform as offering holistic health solutions rather than just higher‑touch primary care.

PersonalCare (PersonalCare Physicians) pitch deck: common questions

What is PersonalCare (PersonalCare Physicians)?

PersonalCare (also referred to as PersonalCare Physicians) is a concierge medicine and healthcare management company that manages hospital‑affiliated executive health programs and concierge medical practices, integrating primary care, fitness, nutrition and lifestyle education for high‑income individuals and enterprise accounts, particularly in Southern California.

What business model does PersonalCare describe in its Series B pitch deck?

The Series B preferred investment presentation describes PersonalCare as helping doctors, health systems and companies offer optimal concierge healthcare solutions to high‑income customers, with more than 1,800 paying members across three locations and over $8 million in annual recurring revenue at the time of the deck.

What traction metrics does PersonalCare highlight in its Series B deck?

According to the Slideshare deck description, PersonalCare’s Series B presentation reports more than 1,800 paying members across three locations and over $8 million in annual recurring revenue, and states that the company is trending toward positive EBITDA in the fourth quarter of 2015.

How much was PersonalCare looking to raise in this Series B round and for what purpose?

The Slideshare description states that PersonalCare was seeking $1 million in funding in this Series B preferred investment presentation, with the capital intended to support expansion into new markets through physician partnerships and management agreements.

Is there public information on who invested in PersonalCare’s Series B round and how the raise turned out?

The information available through the pitch deck and public profiles focuses on PersonalCare’s operating model and expansion plans; there are no readily available public announcements identifying specific investors, the final amount raised, or the ultimate outcome of this particular Series B raise, so these details remain undocumented in accessible sources.

Sources

Funding and outcome facts on this page were researched on 2026-08-22 from the pages below.

PersonalCare pitch deck slides

PersonalCare pitch deck slide 1 of 19 — PersonalCare pitch deck — slide 1 of 19

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PersonalCare pitch deck slide 3 of 19 — PersonalCare pitch deck — slide 3 of 19

PersonalCare pitch deck slide 4 of 19 — PersonalCare pitch deck — slide 4 of 19

PersonalCare pitch deck slide 5 of 19 — PersonalCare pitch deck — slide 5 of 19

PersonalCare pitch deck slide 6 of 19 — PersonalCare pitch deck — slide 6 of 19

What each slide of the PersonalCare pitch deck says

Slide 2

. o Legal Disclaimer This presentation uses forward-looking statements and assumptions that involve risks and uncertainties, including, but not exclusively, the risks associated with the effect of changing economic conditions, changes in the markets, variations in the company’s business plan, market acceptance risk, technical development risks, and other business risk factors. In light of these and other risks, and uncertainties, there can be no assurance that the events predicted will in fact transpire. All care and diligence has been used to ensure fair and accurate projections, based upon current methodology, current market conditions, research and analytic data. AN ALTERNATIVE INVESTMEN…

Slide 3

PersonalCare helps doctors, health systems, and companies provide optimal health solutions to the 1%.

Slide 4

O Largest provider of concierge healthcare services in Orange County, CA @ O 3 locations, 1,800 paying members BR, © 300 personal training members PIMCO O 20 enterprise accounts O §$3M+ recurring management fee revenue TOSHIBA O $5M+ in recurring practice access fee revenue O Health system brand license O Secured $4.5M in equity O Sourced immediate expansion opportunities in adjacent geographies n O Trending EBITDA positive Q4 2015 h fo) a g Executive Health

Slide 5

O Healthcare inflation & decreasing service quality has led to dissatisfaction with traditional primary care and has led to rapid growth in concierge medicine. O Concierge physicians grown at 34% CAGR over the past 3 years O Market is estimated to be $5BB* O Highly fragmented market; 60% of concierge physicians practice alone* O Anational category killer does not exist O Sophisticated competition does not exist in Southern California market © Significant investment capital is being deployed in the space in an effort to meet growing on eg MDVIP demand. Ja oo ©O One Medical, a low-price competitor has raised $140 million © MDVIP sold for ~$300 million in April 2014; estimated to be 19 x trail…

Slide 6

* Hoag «St. Joseph's siEic. * PIMCO Business to Business * In-N-Out * Irvine Company * Affluent consumers with income of $250k+ Medical Groups & Physicians * Medical Groups &

Slide text above is read directly from the PersonalCare deck PDF embedded on this page.