Purpose. Specify target-chain profiles, sales motion, contract template outlines, onboarding SLA, and success-metric + CSM model at the level Fatima (or whoever leads chain BD) opens when the first chain-executive call is scheduled — and at the level a chain COO can read to understand what the relationship looks like.
Date. 2026-09-02
Version. 0.1 — draft. Authored by Brandon; requires (a) counsel authorship of the actual MSA + BAA templates, (b) Fatima input on chain-executive contact strategy, (c) first chain conversation to refine.
Companion. [[HIFP-POV-v3.1]] §7 Gate 2, [[HIFP-POV-v3.1]] §12 (SMART-on-FHIR eng estimate — 2 eng × 4 mo), [[HIFP-compliance-foundation-v0.1]] §5 (BAA), [[HIFP-product-design-v3.1]] §8.2 (four candidate chains), POC /practice route (physician-side surface).
Situation. POV v3.1 names four candidate concierge chains — MDVIP (~450K patients across 1,300–1,400 physicians), One Medical Premium (via Amazon), Executive Health Group (~15K HNW patients), PartnerMD (~150 practices, ~50K patients). Gate 2 requires an LOI/MOU by day 90 and an MSA by month 6 of the pre-seed period. (Forward Health was formerly named as a candidate; shut down Nov 2024 — removed 2026-09-08, replaced by PartnerMD as a comparable boutique-chain candidate. See [[HIFP-source-log]] §3 + [[HIFP-general-counsel-briefing-v0.1]] §8.)
Complication. No target ranking, no sales motion, no MSA/BAA templates, no onboarding SLA, no CSM model, no chain-side success metrics. Fatima cannot execute Gate 2 without this scaffolding.
Question. What playbook lets the BD lead close chain 1 by month 6 of pre-seed (day 180) with the product ready to onboard patients by month 8 of Series A?
Answer. A five-part playbook covering target definition + ranking, executive-to-executive sales motion, contract template outlines (MSA + BAA + pricing), onboarding SLA + technical integration cadence, and success-metric contract + CSM model — with MDVIP as the primary chain-1 target and a documented fallback ladder.
HIFP wins chain 1 by leading with the physician-side value prop — retention + differentiation + differentiating member benefit — not with the patient-side pitch, closes the MSA on evidence-of-concept (POC demo + Advice-Boundary whitepaper + ASA back-test protocol) rather than product-in-production, and operates the relationship through a dedicated CSM per chain from day one of the pilot. Three consequences follow:
Primary target: MDVIP. - ~340K patients across ~1,100 practices; largest US concierge chain by volume. - Corporate parent: Optum Health (UnitedHealth Group). Structural advantage — enterprise buyer familiar with technology partnerships. - Retention KPI-driven; membership fee $2,000–$5,000/year; churn a live board-level metric. - Why chain 1: volume unlocks per-patient economics fastest; corporate structure means one MSA covers 1,100 practices; enterprise-ready procurement process. - Contact target: Chief Medical Officer + VP Membership + VP Product.
Secondary target: Executive Health Group. - ~15K HNW patients; specialty-chain; smaller scale but HNW-heavy. - Why secondary: faster sales cycle (single practice group), higher HNW density means faster D2C funnel from chain co-marketing. - Contact target: CMO + Managing Partner.
Tertiary target: PartnerMD. - ~150 practices, ~50K patients across 12+ markets; established boutique-concierge chain profile. - Why tertiary: proven concierge business model (not a distressed VC-backed reinvention), decentralized practice structure keeps integration scoped, geographic diversity useful for D2C co-marketing pilot in ≥2 metros. - Contact target: CMO + VP Physician Services. - (Replaces Forward, which was named in earlier versions and shut down Nov 2024. See [[HIFP-source-log]] §3.)
Not target for MVP: One Medical Premium. - Amazon-owned since 2023; enterprise procurement is Amazon-scale (12-24 month cycle). - Revisit as chain-2 or chain-3 after chain-1 traction demonstrated.
Fallback ladder (if chain 1 stalls): - Long-tail boutique practices via AAPP (American Academy of Private Physicians) — 3–5 practices × ~500–2,000 patients each; slower to sign but faster than chain 2. - Executive Health Group as accelerated chain-2 candidate.
Six phases, target 6-month close from first contact to signed MSA.
Phase 1 — Discovery (weeks 1–4). - Fatima-to-CMO warm intro (network preferred; cold outreach as fallback). - Initial conversation: HIFP thesis + physician-side value prop (retention + differentiation). - Deliverable: POV v3.1 addendum executive summary (2-pager) + POC demo access. - Success signal: CMO agrees to introduce VP Membership + VP Product.
Phase 2 — Product deep-dive (weeks 5–8).
- Live POC demo (hero-scenario walkthrough + /practice cohort dashboard).
- Advice-Boundary whitepaper + Actuarial Model spec v0.1 shared with chain compliance officer.
- Deliverable: integration architecture doc (SMART-on-FHIR + practice-portal iframe design).
- Success signal: chain compliance officer engages on BAA terms.
Phase 3 — Compliance + legal (weeks 9–12). - BAA drafting begins (chain-side counsel + HIFP counsel). - MSA outline shared. - Deliverable: signed LOI or MOU documenting mutual intent to proceed. (Gate 2 primary milestone — day 90.) - Success signal: LOI signed; chain-side compliance officer commits to BAA close within 60 days.
Phase 4 — Pilot design (weeks 13–18). - Pilot cohort selected (typically 1 practice, 300–500 patients). - Practice-side onboarding materials co-designed. - Co-marketing plan drafted. - Deliverable: pilot MSA subset ("Pilot Agreement") signed if full MSA slips. - Success signal: pilot practice identified + committed.
Phase 5 — MSA close (weeks 19–24). - Full MSA signed. (Gate 2 primary milestone — month 6.) - Technical integration kickoff. - CSM assigned. - Deliverable: signed MSA + BAA + pricing schedule.
Phase 6 — Pilot launch (months 6–8). - SMART-on-FHIR integration built + tested per [[HIFP-product-design-v3.1]] §8.2. - Practice-side training + co-marketing materials live. - First 300–500 patients onboarded. - Success signal: patient enrollment on schedule; NPS from pilot practice > 40.
Sections required: - Definitions (Covered Patient, Data, Cohort, Individual Share, etc.) - Services provided by HIFP (product access, physician cohort dashboard, physician brief generator, patient-support integration) - Services provided by chain (SMART-on-FHIR access, practice-side training, co-marketing) - Fee schedule (see §3.3) - Data ownership + usage (chain retains patient PHI; HIFP has scoped use per BAA) - IP ownership (HIFP retains all product IP; chain retains all clinical protocol IP) - Term + termination (3-year initial term, auto-renew 1-year; termination-for-convenience 180 days; termination-for-cause 30 days) - Data-return-or-destruction on termination - Warranty + indemnification (mutual; capped at 12-month fees; carve-outs for gross negligence, IP infringement, data breach) - Limitation of liability (mutual cap; direct damages only) - Confidentiality (mutual; 5-year post-term survival) - Jurisdiction + arbitration (Delaware; AAA commercial rules; 30-day negotiation window before arbitration) - Insurance (E&O, cyber, general liability minimums; HIFP maintains)
Per [[HIFP-compliance-foundation-v0.1]] §5.
Sections required: - Permitted uses + disclosures (planning + audit + Plan-Delta + physician cohort share only) - Subcontractors (LLM providers, cloud provider, SMART-on-FHIR intermediary) — flow-down obligations - Safeguards (per Security Architecture v0.1) - Reporting (breach notification within 24 hr to chain; regulator 72 hr per HIPAA) - Term (matches MSA) - Data return/destruction (matches MSA; HIFP data-lifecycle SLA per Data Lifecycle v0.1) - Access rights (chain audit right; annual + on-cause)
Chain-embedded per-patient license. - Standard: $12/patient/month. - Volume tier 1 (chain ≥ 100K patients): $11/patient/month. - Volume tier 2 (chain ≥ 300K patients — MDVIP): $10/patient/month. - Pilot pricing (first 12 months): 50% discount to encourage co-marketing investment.
What's included at $10–15/patient/month: - Every patient's Plan Core-equivalent HIFP tier - Practice-side cohort dashboard + physician brief generator - CSM support - Co-marketing playbook + assets
What's extra: - Custom integrations beyond SMART-on-FHIR (billable T&M) - Custom practice-branded advisor briefs (Plan Premium-equivalent; extra $3/patient/month) - Chain-specific data-residency requirements (custom quote)
Target: MSA signed → co-marketing live in 10 weeks.
| Week | Milestone | Owner |
|---|---|---|
| 1 | Kickoff meeting; success-criteria alignment; CSM assigned | HIFP CSM |
| 2 | Chain-side technical POC (SMART-on-FHIR sandbox access) | Chain IT + HIFP Platform Engineer |
| 3–4 | SMART-on-FHIR integration built + tested in staging | HIFP Backend Engineer |
| 5 | Practice-side training materials co-designed | HIFP CSM + Chain Membership |
| 6 | Practice-portal iframe deployed to pilot practice | HIFP Frontend Engineer + Chain IT |
| 7 | Pilot practice staff training (2 sessions) | HIFP CSM + Chain training team |
| 8 | Co-marketing materials finalized (emails, practice waiting-room, member portal) | HIFP Growth + Chain Marketing |
| 9 | Soft-launch to pilot practice (invite-only) | HIFP CSM |
| 10 | Full pilot launch + first cohort report generated | HIFP CSM + Chain |
SLA per stage. Any 2-week slip triggers escalation to Chain-side sponsor + HIFP CTO. Any 4-week slip triggers CEO-to-CEO review.
Contract-level target after 12 months of chain-1 pilot:
| Metric | Baseline | 12-mo target | 24-mo target |
|---|---|---|---|
| Patient enrollment rate | 0% | 40% of eligible | 75% |
| Patient personalization score (median) | 0 | 65 | 80 |
| Physician NPS on HIFP | — | ≥ 40 | ≥ 55 |
| Chain retention lift attributable to HIFP | 0 bps | +100 bps | +250 bps |
| Individual patient-share to physician (opt-in rate) | 0% | ≥ 15% | ≥ 30% |
Contractual mechanism. Chain 1 MSA includes a good-faith commitment to hit 12-month enrollment target; HIFP commits to hit product-side SLA. Failure to hit either triggers a joint review, not automatic penalty.
Dedicated CSM per chain from day 1. - MVP staffing: 1 CSM (Fatima initially; hire when chain-2 in advanced discovery). - H1 staffing: 1 CSM per chain (2 total assumed). - Y2 staffing: 1 CSM per chain + 1 CSM manager as chain count reaches 4+.
CSM responsibilities: - Weekly ops touchpoint with chain-side sponsor (CMO or VP Membership) - Monthly cohort report delivery + QBR - Escalation channel for practice-side issues - Co-marketing + enablement work - Chain-side product feedback → HIFP product team
Cost model. - CSM FTE: ~$150–200K fully loaded - Per-chain CSM cost (against $10–15/patient/month × ~340K patients at MDVIP scale) = < 5% of revenue; sustainable.
Cadence. - Weekly: CSM touchpoint with chain sponsor. - Monthly: cohort report + operational metrics review. - Quarterly: business review (QBR) with chain executive; roadmap update from HIFP. - Annually: MSA renewal review; success-metrics scorecard.
Governance escalation ladder. - CSM → HIFP CPO → HIFP CEO for product issues. - CSM → Chain CMO → Chain CEO for chain-side issues. - Joint executive review if any Tier-2+ issue crosses 30 days unresolved.
What every chain gets at signing:
/practice route)