Care Delivery Fund I
Fund I is active now and under $1M. It pays for the first year of discovery once, in the open, across ventures and shared services that learn together.
The expensive part of a healthcare company is rarely the idea. It is the first year spent discovering which cohort actually pays, which codes actually clear, and which workflow a frontline team will actually adopt. Fund I pays for that year once, in the open, across a set of ventures and shared services that learn together.
The shared services are built to stand alone. Reimbursed-demand analysis, structured evaluation, a working digital front door, and a demand-and-access engine are inputs every venture needs, and they are worth more when several operators press on them at the same time. If market signals are strong, any one of them can become an independent company. If conditions favor integration, they remain shared services inside Intellectual Frontiers.
Each venture tests whether a function nobody was staffed to run before can now be run at all: a biomarker panel read from a phone, every eligible post-acute claim worked the week it ages, a care operation supervised as a queue with owners instead of a dashboard, a patient paid for consented data that also powers early-detection research.
Operating companies that test whether a function nobody was staffed to run before can now be run at all.
Venture
Verified practitioner consults delivered online, with a real operating stack behind the booking screen: intake, a longitudinal care record, agents that carry the routine work, a clinician copilot, and the compliance apparatus a regulated consult requires.
Venture
An HSA card that pays patients a data dividend for consented, de-identified health data. No surveys, no tracking: the value exchange rides on the card transaction itself. The privacy architecture — HIPAA Expert Determination de-identification, transparent revocable consent, IRB oversight for research partnerships — is the work, not the marketing.
Venture
Revenue operations for post-acute care: durable medical equipment, home health, home infusion, home respiratory, and hospice. Segments where the clinical work is done well and the money is routinely left on the floor.
Venture
A reference lab for biomarkers captured passively from ordinary sensors: voice, gait, respiration, facial expression, wearable and metabolic signals, standardized into panels, reported like any other lab result, and governed by an integrated review board and clinician network.
Venture
An operating system for supervising an accountable digital care operation. A clinical leader reviews decisions, evidence, and billing as a queue of work with owners and dates, instead of hunting through a dashboard for whatever went wrong.
Inputs every venture needs. More valuable when several operators use them together; ready to become independent companies when the market justifies it.
Shared service
Finds reimbursed demand in healthcare and states it in the terms a business plan needs: the claims-defined cohort, the counties where the gap is largest, the CMS signal that proves it, the CPT and HCPCS codes and bundles that pay for it, and the revenue at stake. It is a shared service to every other venture and the intelligence spine of Fund II.
Shared service
A governed evaluation platform for hospitals and health systems. Instead of a procurement queue full of unranked vendor claims, a health system gets structured evaluation: who has been vetted, on what evidence, against which internal need.
Shared service
An execution layer that turns the Microsoft 365 or Google Workspace a provider already pays for into a working digital front door. The argument is that most organizations do not need to buy more healthcare software; they need the software they own to actually run the work. It serves the portfolio as the shared front-door capability.
Shared service
A healthcare growth and care-access capability that turns fragmented patient demand into timely, scheduled care. The team designs, launches, and operates AI-driven demand intelligence, orchestration, and routing on behalf of provider organizations, filling real provider capacity instead of reporting clicks and leads. The portfolio's ventures draw on it as the shared demand-and-access engine.
Shared service
A continuous clinical research infrastructure platform that reads signals across consented health transaction data for earlier detection and continuous research. Payshent is its funding and consent layer; Symvion is the intelligence layer that turns compensated patient data into detectable signal.
A portfolio company that starts with reimbursed demand already mapped, an execution layer already running on the tools it owns, revenue operations already staffed, a way to measure a patient without a clinic visit, and a direct relationship with the patient who consents to data use is already reimagining where and how care happens. That head start is the point of Fund I.
The fund is small on purpose. It only has to show that these reimagined pieces work together and are worth building on at scale. Carrying a company the rest of the way is Fund II's job.