# HIFP — Chain Partnership Playbook v0.1 **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). --- ## Executive Frame (SCQ) **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. --- ## Governing Thought **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: 1. **The buyer is the Chief Medical Officer or VP Membership, not the patient.** Chain 1 economics only work if the chain co-markets HIFP as a differentiating member benefit that raises retention. The sales motion targets executives who own retention + differentiation, not clinical program directors. 2. **Evidence-of-concept beats product-in-production for chain 1.** Chain-1 signs an MSA on the POC + roadmap + team + compliance posture — not on a production HIPAA-Covered platform (which doesn't exist yet). Fatima's clinical credibility and Brandon's platform credibility close the gap. 3. **Dedicated CSM per chain from day one.** Chain-embedded is the MVP wedge; the operational reality is that each chain needs a dedicated relationship. Budget for it in year-1 operating plan. --- ## §1 · Target Chain Profile + Ranking **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. --- ## §2 · Sales Motion (executive-to-executive) **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. --- ## §3 · Contract Templates (outline; counsel authors final) ### 3.1 · Master Services Agreement (MSA) **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) ### 3.2 · Business Associate Agreement (BAA) 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) ### 3.3 · Pricing Schedule **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) --- ## §4 · Onboarding SLA 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. --- ## §5 · Success Metrics + CSM Model ### 5.1 · Chain-side success metrics (contractual) **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. ### 5.2 · CSM model **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. --- ## §6 · Ongoing Relationship Management **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. --- ## §7 · Chain-Side Enablement Kit **What every chain gets at signing:** - **Practice-portal iframe** (drop-in white-labeled onboarding experience) - **Practice-side onboarding materials** (waiting-room signage, member email templates, practice-manager one-pager) - **Physician brief generator** (per [[HIFP-product-design-v3.1]] §5) - **Cohort dashboard access** (per POC `/practice` route) - **Chain-side training** (2-session live training + recorded library) - **CSM point-of-contact** (dedicated Slack channel + email + phone) - **Compliance packet** (BAA, SOC 2 Type I report when available, Advice-Boundary whitepaper) --- ## §8 · What v0.1 Explicitly Defers - **Actual MSA + BAA templates** — counsel authors, requires 6–8 counsel-weeks. - **Chain-executive contact strategy** — Fatima input; her network is the primary vector. - **Specific pricing tiers per chain** — negotiated per chain during MSA. - **Fallback boutique-practice sequencing** — refine after chain-1 pilot data. - **Chain-2 target selection** — refine after chain-1 traction (~month 3–4 of pilot). - **Custom-integration T&M pricing** — set at first custom-integration request.