HomeHero, Inc \USA

VALIDATION (Months 4-9): Add caregiver matching layer—build Supabase database of vetted caregivers (partner with 3-5 local agencies to access their caregiver pools), create semantic search over profiles using LangChain + Pinecone, and auto-match patients to caregivers based on care plan requirements (certifications, language, availability, proximity). Launch white-label mobile app for caregivers (shift scheduling, voice-to-text care notes via Whisper, family communication). Measure: 80%+ first-match acceptance rate, 30% reduction in caregiver no-shows via automated reminders. Expand to 2,000 patients across 3 MCOs. Monetization: $100K MRR ($50/patient from MCOs + $30/patient from agencies for caregiver management software).

GROWTH (Months 10-18): Launch outcome tracking and performance bonuses—integrate wearables (Apple Watch, Oura Ring) and voice check-ins to monitor medication adherence, fall detection, and patient sentiment. Use predictive models to flag high-risk patients (likely hospitalization within 30 days) and trigger proactive interventions. Negotiate value-based contracts with MCOs: $50/patient base fee + $200 bonus per avoided hospitalization (average Medicaid hospitalization costs $15K, so MCOs save $14.8K per event). Expand to 5 states, 10 MCOs, 10,000 patients. Hire healthcare compliance team to automate state-by-state Medicaid billing and credentialing. Monetization: $600K MRR ($500K SaaS + $100K performance bonuses).

MOAT (Months 19-36): Vertically integrate by acquiring 2-3 high-performing home care agencies in dense markets (e.g., Miami, Houston, Phoenix). Use CareOS as the operational backbone, achieving 50% higher caregiver retention and 30% lower administrative costs versus competitors. This creates a full-stack model: sell software to OTHER agencies (B2B SaaS at 70% gross margins) while operating owned care delivery (B2C at 40% gross margins, but with volume and outcome bonuses). Build regulatory moat by automating credentialing, multi-state payroll, and compliance reporting—sell this infrastructure as a standalone product to fragment the market. Long-term: become the 'operating system' for Medicaid home care, capturing 10-15% of the $80B Medicaid HCBS (Home and Community-Based Services) market. Exit: acquisition by UnitedHealth, Humana, or CVS Health seeking to vertically integrate care delivery, or IPO at $2B+ valuation as a healthcare infrastructure company.