What problem does Yingo Yango aim to solve?

According to Slide 5, the primary challenge is that the success of wellness programs depends entirely on employee or patient engagement. The deck suggests that existing programs fail because they are fragmented. Yingo Yango aims to solve this by 'connecting the dots of health' for the individual, integrating doctors, medications, insurance, and fitness data into one platform (Slide 3).

Who are the key people involved with Yingo Yango?

The deck lists Marty Jaramillo and Andy Quinn as the presenters (Slide 1). However, it places significant emphasis on its Advisory Board (Slide 11), which includes Richard Braddock (former Priceline CEO), Nick Beim (Venrock), Chris Cuomo (CNN), and medical/economic experts like Dr. Brian Halpern and Alexander S. Preker.

What is the company's business model?

The business model is not explicitly detailed in the provided slides. Slide 7 mentions 'driving costs down for our clients' and identifies 'vendors' and 'members' within the app interface, suggesting a B2B or B2B2C model targeting employers or insurance carriers, but specific pricing or revenue streams are omitted.

How does Yingo Yango differentiate itself from a standard wellness provider?

Slide 7 explicitly states, 'Yingo Yango is NOT a wellness provider.' Instead, it positions itself as an integration layer that connects existing vendors, providers, and carriers into a single log-in platform. The focus is on connectivity and data aggregation rather than content creation.

What milestones had the company achieved by early 2014?

As shown on Slide 13, the company participated in the Startup Health Healthcare Transformers Academy (2013) and several major industry events, including the SXSW Accelerator Competition (2014), JP Morgan Healthcare Conference (2014), and the mHealth Summit (2012, 2013).

Yingo Yango Pitch Deck (2014): 17-Slide Series A Deck

See all 17 slides of the Yingo Yango pitch deck — a 2014 deck — with a slide-by-slide teardown of what the deck does well and where it falls short.

Yingo Yango’s 2014 pitch deck positions the company as a central hub for the fragmented health and wellness ecosystem. By framing the problem around the failure of wellness programs to engage employees, the deck argues for an 'integrative approach' that connects doctors, medications, and fitness data into a single interface. While the deck is visually clean and professionally structured, it is notably light on operational data, revenue models, and user growth metrics. Instead, it relies on the credibility of a heavy-hitting advisory board—including the former CEO of Priceline and a CNN journa…

Key takeaways

The company defines itself as a patient engagement platform that integrates healthcare teams and wellness resources (Slide 3).
The core value proposition is built on four pillars: Integrate, Quantify, Engage, and 'Wellth' (Slide 7).
A significant market shift is cited, with 48 percent of employers intending to focus on wellness programs to improve productivity over the next three to five years (Slide 9).
The deck leverages a high-profile advisory board featuring Richard Braddock (Former CEO, Priceline.com) and Chris Cuomo (Journalist, CNN) (Slide 11).
Startup Health is a key partner, with the company participating in the Healthcare Transformers Academy in Spring 2013 (Slide 13).
The total addressable market is identified as a ~$1 Trillion industry, broken down into Fitness ($412B), Healthy Lifestyle ($282B), and Consumer Health ($479B) (Slide 17).
The deck omits a specific financial 'Ask,' detailed unit economics, and a competitive landscape analysis.
Product functionality is demonstrated through mockups showing 'Circles' for specific conditions like Diabetes Management (Slide 7).

Introduction: The Integration Play in Digital Health

The Yingo Yango pitch deck, dated January 2014, represents a specific era of digital health where 'integration' was the primary buzzword. At this time, the market was flooded with disparate fitness trackers, wellness apps, and patient portals. Yingo Yango’s pitch was not to be another app in the pile, but the 'glue' that held them together. This teardown analyzes how the company attempted to sell this middleware vision to investors.

Slide 1: Title Slide

The deck opens with a clear, descriptive subtitle: "Mobile Health and Wellness Integration & Patient Engagement Platform." It identifies the presenters as Marty Jaramillo and Andy Quinn. Notably, the slide features the Startup Health logo, immediately signaling that the company has been vetted by a known industry accelerator. The date is listed as 01/30/14.

Slide 3: What We Do

This slide serves as the executive summary. It defines Yingo Yango as a platform that "integrates healthcare teams, wellness programming and resources." The slide uses the phrase "Connects the 'Dots of Health' for the individual." A mobile mockup is included, showing a 'My Circles' interface with icons for Hypertension, Running, Diabetes Management, and 'Commit to Quit.' This visual suggests a modular approach to health management where users can join specific health interest or condition groups.

Slide 5: The Challenge

Yingo Yango frames the problem through a single, powerful quote: "The success of wellness programs hinges on whether employees or patients engage." The slide cites sources from Towers Watson and the NIHCM Foundation (2010-2011). By focusing on engagement rather than clinical outcomes or cost, the company identifies the 'last mile' problem in healthcare: if the patient doesn't use the tool, the tool has no value.

Slide 7: Value Creation

This slide breaks down the platform's utility into four verbs: Integrate, Quantify, Engage, and Wellth.

Integrate: The slide clarifies that Yingo Yango is "NOT a wellness provider" but a connectivity layer for all vendors and providers through a single log-in. · Quantify: It claims to generate analytics to identify gaps in care and reduce re-admission rates. · Engage: It promises a personal system to encourage behavior change. · Wellth: A branded term for a new culture of health.

The accompanying mockup shows a 'Diabetes' circle with sections for 'Vendors' (e.g., Restaurant Associates, Walgreens) and 'Members,' suggesting a community-based social health model.

Slide 9: An Integrative Approach

To validate the market timing, Slide 9 cites the National Business Group on Health, stating that "48 percent of employers intend to shift their focus toward wellness programs that improve productivity and reduce absence" over the next three to five years. This is a strategic inclusion, as it moves the conversation away from just 'saving on insurance premiums' to the broader corporate benefit of 'employee productivity.'

Slide 11: Advisory Board & Investors

This is arguably the strongest slide in the deck for an early-stage company. It lists high-profile names that provide significant social proof:

Richard Braddock: Former CEO of Priceline.com. · Nick Beim: Partner at Venrock. · Chris Cuomo: Journalist at CNN. · Brian Halpern, MD: Chief of Primary Care Sports Medicine at the Hospital for Special Surgery. · Alexander S. Preker: Former Chief Economist for the health sector at the World Bank.

The inclusion of a prominent venture capitalist (Beim) and a major media figure (Cuomo) suggests the company had deep ties into the New York and Silicon Valley ecosystems.

Slide 13: Milestones (cont’d)

This slide lists 'Event participation' as a proxy for traction. It mentions the SXSW Accelerator Competition (Jan 2014) and the JP Morgan Healthcare Conference (Jan 2014) . It also highlights their participation in the Startup Health Academy (Spring 2013) , chaired by former TimeWarner CEO Jerry Levin. While these are 'soft' milestones (events rather than revenue or users), they demonstrate that the company was active in the highest levels of the healthcare innovation circuit.

Slide 15: Thank You

A standard closing slide with the company URL. It maintains the clean, minimalist aesthetic found throughout the deck.

Slide 17: Market Size

The final slide provides a macro view of the industry, citing North Castle Partners. It values the Health, Wellness, and Active Living industry at ~$1 Trillion. It breaks this down into three segments:

Fitness, Sports & Recreation ($412B) · Healthy Lifestyle ($282B) · Consumer Health, Beauty & Personal Care ($479B)

This slide is likely intended to show the massive ceiling for a platform that can successfully integrate these disparate categories.

What Yingo Yango Does Well

The deck is visually professional and avoids the cluttered, text-heavy pitfalls of many 2014-era healthcare presentations. By explicitly stating what they are not (a wellness provider), they clear up potential confusion about their business model. The heavy reliance on an Advisory Board (Slide 11) is a classic 'pre-revenue' tactic that works well here because the names listed are genuinely top-tier. The use of 'Circles' in the UI mockups (Slide 3 and 7) provides a concrete mental model for how the app actually functions.

What is Missing from the Deck

The most glaring omission is hard data. There are no slides showing user growth, pilot program results, or engagement metrics, despite 'engagement' being the core problem they claim to solve. Furthermore, the Business Model is vague. While they mention 'clients' and 'vendors,' there is no explanation of how they make money—is it a Per Member Per Month (PMPM) fee, a licensing fee for vendors, or a data play? Finally, the Ask is missing from these slides. A pitch deck usually concludes with the amount of capital being raised and how it will be deployed.

Founder's Guide: What to Copy

Founders should emulate Yingo Yango’s problem framing. Slide 5 uses a single, authoritative quote to define the 'Challenge,' which is much more effective than a list of ten minor grievances. The Value Creation slide (Slide 7) is also a great template for explaining a complex platform; it uses simple verbs to categorize features. Lastly, if you have a strong advisory board, Slide 11 shows how to present it: names, titles, and logos that immediately communicate authority without requiring the reader to do extra research.

Final Analysis

Yingo Yango’s deck is a 'vision and validation' play. It sells the vision of a unified health ecosystem and uses the validation of Startup Health and a prestigious advisory board to make that vision credible. While it lacks the operational rigor (unit economics, churn rates, sales pipeline) required for a Series A, it is a strong example of a seed-stage deck designed to open doors at major conferences and with institutional investors.

Frequently asked questions

What problem does Yingo Yango aim to solve?: According to Slide 5, the primary challenge is that the success of wellness programs depends entirely on employee or patient engagement. The deck suggests that existing programs fail because they are fragmented. Yingo Yango aims to solve this by 'connecting the dots of health' for the individual, integrating doctors, medications, insurance, and fitness data into one platform (Slide 3).
Who are the key people involved with Yingo Yango?: The deck lists Marty Jaramillo and Andy Quinn as the presenters (Slide 1). However, it places significant emphasis on its Advisory Board (Slide 11), which includes Richard Braddock (former Priceline CEO), Nick Beim (Venrock), Chris Cuomo (CNN), and medical/economic experts like Dr. Brian Halpern and Alexander S. Preker.
What is the company's business model?: The business model is not explicitly detailed in the provided slides. Slide 7 mentions 'driving costs down for our clients' and identifies 'vendors' and 'members' within the app interface, suggesting a B2B or B2B2C model targeting employers or insurance carriers, but specific pricing or revenue streams are omitted.
How does Yingo Yango differentiate itself from a standard wellness provider?: Slide 7 explicitly states, 'Yingo Yango is NOT a wellness provider.' Instead, it positions itself as an integration layer that connects existing vendors, providers, and carriers into a single log-in platform. The focus is on connectivity and data aggregation rather than content creation.
What milestones had the company achieved by early 2014?: As shown on Slide 13, the company participated in the Startup Health Healthcare Transformers Academy (2013) and several major industry events, including the SXSW Accelerator Competition (2014), JP Morgan Healthcare Conference (2014), and the mHealth Summit (2012, 2013).

Cover slide of the Yingo Yango pitch deck — 2014 — Yingo Yango pitch deck, slide 1 (2014)

Yingo Yango pitch deck: the facts

Company: Yingo Yango
Year: 2014
Stage: Early Stage (Seed/Pre-Series A)
Slides: 17
Sector: Digital Health / Patient Engagement
Deck type: Pitch Deck
Headquarters: USA (implied by advisors and events)

Yingo Yango pitch deck PDF

The full Yingo Yango 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 Yingo Yango pitch deck was used for

This deck is a January 2014 investor presentation for Yingo Yango, a Weatogue, Connecticut-based digital health startup offering a white-label mobile and web patient engagement platform that connects employer and provider health and wellness resources to individuals through condition-focused “health circles.” The deck appears to support an early-stage (seed/pre-Series A) raise to expand its already-launched beta platform, onboard more clients, and scale integrations with employer and health plan intranets and patient portals. It emphasizes Yingo Yango’s positioning as a post-discharge patient engagement and care management solution that can reduce readmissions and improve patient outcomes using personalization, analytics, and better access to health resources. The presentation also highlights high-profile advisory and board participation, including the appointment of former Priceline.com CEO Richard Braddock as Chairman in January 2014 and recognition by StartUp Health’s Healthcare Transformer Academy.

Business model: Yingo Yango operates a white-label mobile/web engagement platform that connects health and wellness resources and programming provided by employers or healthcare providers to individuals, effectively serving as a customized health and wellness intranet.

Founders: Marty Jaramillo
Headquarters: Weatogue, Connecticut, USA.

Founded: Yingo Yango was founded around 2010–2011; Gust lists the company as founded in January 2010, while MarketScreener states it was founded in 2011.

Industry: Healthcare technology / Digital health (post-discharge patient engagement; care management and health and wellness program delivery).

What happened after the Yingo Yango deck

Following its 2014 early-stage fundraising efforts, Yingo Yango secured high-profile leadership, accelerator recognition, and industry partnerships, and continued operating its post-discharge patient engagement and health and wellness integration platform, but there is no verified evidence of large subsequent funding rounds or an exit transaction.

Appointment of Richard Braddock, former CEO of Priceline.com, as Chairman of Yingo Yango’s Board effective January 1, 20
Inclusion of Yingo Yango’s platform in StartUp Health’s Healthcare Transformer Academy, with the platform described as u
Partnership mentioned by RxREVU in 2014, where Yingo Yango was cited among patient engagement solutions reaching million
Continued operation as a small health, wellness, and fitness technology company based in Connecticut, providing a mobile

What the Yingo Yango deck got right

Clear problem framing around post-discharge engagement and fragmented wellness resources. Yingo Yango’s deck centers on a clearly defined problem—poor post-discharge coordination and fragmented employer wellness resources—and positions its platform as a unified mobile and web intranet to connect patients with care teams, programs, and information, making the value proposition intuitively understandable.
Flexible white-label architecture with condition-based Health Circles. The platform’s design as a white-label, customizable solution organized around conditions or topics (“Health Circles”) allows employers and providers to tailor content and resources to specific populations, which enhances flexibility and relevance for diverse customers.
High-profile leadership and board participation. The inclusion of experienced leadership and advisors, notably former Priceline.com CEO Richard Braddock as Chairman and Norman Selby as a board member, signals strong governance and access to strategic networks, which can be compelling to investors reviewing an early-stage digital health opportunity.
Third-party validation from healthcare innovation networks. Recognition by StartUp Health’s Healthcare Transformer Academy, where Yingo Yango’s platform was described as unrivaled, provides external validation from a respected healthcare innovation community and strengthens the credibility of the deck’s claims.
Demonstrated progress with beta launch and initial clients. External descriptions of the deck note that Yingo Yango had already launched its beta platform and onboarded initial clients by January 2014, demonstrating progress beyond concept stage and reducing execution risk relative to purely pre-product pitches.

What could have been stronger

Limited quantitative traction and financial detail in the deck. External descriptions of the 2014 deck emphasize high-profile advisors and industry participation, but public information indicates limited disclosure of quantitative traction, revenue, or unit economics; the Slideshare snippet mentions beta launch and initial clients but does not reference metrics such as active users, retention, or savings delivered, which weakens the evidence base for the investment case.
Over-reliance on advisors and recognition rather than product defensibility. Available commentary suggests the deck leans heavily on notable advisors and board members, including the appointment of Richard Braddock and recognition by StartUp Health, but offers fewer concrete examples of unique technology, defensible IP, or proprietary data; this creates a perception that differentiation rests more on relationships than on a clearly articulated product moat.
Sparse detail on go-to-market and commercialization strategy. While external sources describe Yingo Yango’s platform and target customers, there is little evidence in or around the 2014 deck of a rigorous go-to-market plan (specific channels, sales cycles, pricing tiers, or customer acquisition strategies) beyond general statements about employers and health plans, leaving investors with unanswered questions about commercialization strategy.
Insufficient competitive landscape and positioning analysis. The company operates in a crowded patient engagement and wellness integration space, and contemporary articles mention other platforms addressing similar needs; yet there is limited evidence that the deck offers clear competitive benchmarking or positioning against incumbents and emerging rivals, making it harder to assess how Yingo Yango would win in the market.

How an investor would read this deck

What draws attention

Validation by healthcare-focused accelerators and networks such as StartUp Health’s Healthcare Transformer Academy, which labeled Yingo Yango’s platform “unrivaled,” provides third-party endorsement that may de-risk perceived technology and market fit.
Appointment of high-profile leadership, particularly former Priceline.com CEO Richard Braddock as Chairman effective January 1, 2014, signals experienced governance and potential access to capital and strategic relationships.
Positioning as a post-discharge patient engagement platform and white-label intranet for employers and providers taps into recognized pain points of poor post-discharge coordination, readmissions, and fragmented wellness programs, which were gaining attention in healthcare around 2014.
Use of condition-based “Health Circles” and integration with existing intranets and patient portals suggests a flexible architecture that can be tailored to different employer and provider environments, potentially improving adoption.

Risks that stand out

Operating in a competitive and evolving patient engagement and wellness integration market, with multiple platforms vying to connect payers, providers, and patients, could limit Yingo Yango’s ability to capture meaningful market share without strong differentiation and partnerships.
Dependence on large employers, health plans, and provider systems as primary customers introduces long sales cycles and procurement hurdles; without clear evidence of traction, the business may face delayed revenue and extended cash burn.
The absence of publicly available information on substantial follow-on funding or exits suggests that scaling to a large, venture-scale outcome may have been challenging, increasing the risk that investors in the 2014 round would face limited liquidity options.
Regulatory and compliance requirements around patient data (e.g., HIPAA) and integration with clinical systems represent ongoing technical and legal risks, especially for a small team operating a cloud-based platform handling post-discharge information.

Questions this deck invites

What specific quantitative outcomes (e.g., reductions in readmissions, improvements in adherence, engagement rates) had Yingo Yango demonstrated with its beta clients by early 2014, and how were these measured and validated?
What was the company’s revenue at the time of the 2014 deck, including number of paying customers, pricing model (per member per month, license, or SaaS), and gross margins, and how did this support the stated growth projections?
How did Yingo Yango’s platform compare to other patient engagement and care management solutions available in 2014 in terms of features, interoperability, regulatory compliance (HIPAA), and cost, and what specific advantages justified its p
What was the composition of the core product and engineering team supporting the platform, and how much of the technology (mobile apps, analytics, integration layer) had been built and deployed versus still in roadmap at the time of fundrai
What was the financing history prior to the 2014 raise (including any angel or seed capital from the Connecticut financier mentioned in MobiHealthNews) and how much runway the new capital was expected to provide, given the company’s burn ra

What founders can take from the Yingo Yango deck

Leveraging respected industry leaders and well-known executives on the board, such as a former CEO of a major internet company, can add credibility and attention to a digital health pitch deck, but must be balanced with robust data on traction and outcomes to satisfy sophisticated investors.
Being accepted into recognized healthcare accelerators or innovation networks, and having the platform described as “unrivaled,” can serve as a powerful form of third-party validation that strengthens the narrative around product-market fit in a fundraising deck.
Clearly articulating a focused use case—in this case post-discharge patient engagement and integration of employer and provider wellness resources into a single personalized platform—helps investors understand the problem being solved and the value proposition in a complex healthcare ecosystem.
Describing the platform as white-label and customizable around conditions or topics (Health Circles) shows how modular design can align with diverse employer and provider needs, a useful lesson for other B2B2C digital health products seeking broad applicability.
When a deck emphasizes strategic advisors, accelerator recognition, and beta launches but offers limited financial or outcome metrics, it illustrates the importance of supplementing narrative validation with hard data to create a more compelling, de-risked investment case.

Yingo Yango pitch deck: common questions

What does Yingo Yango do?

Yingo Yango is a white-label mobile and web platform that connects healthcare and wellness resources provided by employers, health plans, and providers to individuals, organizing them around conditions or topics called “Health Circles.” It functions as a customized health and wellness intranet focused on post-discharge patient engagement, care management, and wellness program delivery.

Who are Yingo Yango’s main customers and users?

Yingo Yango’s platform targets employers, health plans, provider systems, and third-party administrators, helping them deliver integrated wellness programs, post-discharge instructions, and care management tools to employees and patients. End users are individuals who need coordinated access to health information, programs, vendors, and care teams after hospital discharge or for ongoing wellness.

What fundraising stage was Yingo Yango at when this 2014 deck was used?

The January 2014 deck corresponds to a period when Yingo Yango had launched its beta platform, onboarded initial clients, and was seeking additional funding and partnerships to scale. It is associated with an early-stage financing effort (seed/pre-Series A) focused on expanding its integrated mobile health solution for patient engagement.

How much money did Yingo Yango raise with this 2014 pitch deck and from whom?

Publicly available information does not disclose specific amounts or investors for Yingo Yango’s 2014 fundraising. Coverage in digital health media references Yingo Yango as one of several mHealth startups funded by a Connecticut financier, but does not provide dollar values or named institutional investors. As a result, precise round size and participants cannot be reliably stated.

What happened to Yingo Yango after this 2014 fundraising effort?

After the 2014 deck, Yingo Yango continued to be active in digital health, with its platform referenced in patient engagement and prescription optimization partnerships (for example, by RxREVU) and recognized by StartUp Health’s Healthcare Transformer Academy. However, there is no clear public record of large subsequent funding rounds or an IPO; the company remains a small health tech provider based in Connecticut.