DOCS HealthMember experience ↗INTERNAL PLANNING · PROPOSED PROGRAM · SEPTEMBER 2026
Reza Jazayeri, MD, FAAOS · Pradeep Albert, MD, DABR
Membership economics, delivery capacity and phased investment in one working model. Amounts below are planning assumptions, not actual results or approved budgets.
Proposed audience: Southern California executives, founders, active adults and families seeking coordinated, high-touch preventive and specialty care. Validate demand through interviews and signed agreements; this plan does not assume a proven market size.
Connect diagnostics to MSK, cardiology, endocrine, GI, neurocognitive and perioperative pathways. Build a trackable care-navigation process, rather than relying on test volume or unproven treatment claims.
Alpha: $75,000 / two years, maximum 150. Signature: $75,000 / year or $150,000 / three years. Elite: private proposal. Outside procedures, medicines and specialist fees need explicit inclusion or exclusion in the agreement.
01 / INTERACTIVE FINANCIAL MODEL
Drag a slider to update the model instantly, or type an exact number. Scenario buttons change membership counts only. “Reset” restores every assumption. All members start on day one and pay in full; no renewals, later cohorts, refunds, inflation or bad debt are modeled. Annual revenue is allocated evenly over contract years for planning, subject to accountant review of actual contract obligations.
| Measure | Year 1 | Year 2 | Year 3 |
|---|
Operating surplus is before depreciation, interest and taxes; it is not net profit. Cash assumes costs are paid in the same year. Unserved contract value is a planning proxy for remaining obligations, not an audited deferred-revenue balance. Initial cash funding is not revenue. Negative ending cash means additional funding is needed.
Break-even uses the selected Year 1 tier mix, contribution after variable cost and the fixed staffing budget. It does not automatically add staff or capacity as enrollment rises.
Annual utilization does not establish a 24-hour response capability. Geography, peak demand, clinical approval, travel time, coverage hours and backup staffing must be confirmed before making a service commitment.
Illustrative loaded annual costs: salary or contract fee plus benefits/payroll allowance. These are editable placeholders, not salary quotes or physician compensation approvals. Clinical payroll is included in fixed expenses below; do not add it again to per-service costs.
| Role | FTE / allocation | Loaded annual cost per unit | Total |
|---|
Illustrative utilization and unit costs; clinical selection always takes priority. Zero utilization means excluded from this budget, not prohibited clinically. External tests and procedures may be separate charges; avoid counting them as both included costs and reimbursed revenue.
| Service / allowance | Units per year | Cost per unit | Annual per member |
|---|
No revenue is assumed from insurance billing, procedures, peptides, stem cells, exosomes or wellness IV. No automatic annual CCTA, MRI or colonoscopy recommendation is implied.
Contingency applies to all modeled annual operating costs. Capital spending is separate from operating expense. Neither working-capital needs from billing delays nor financing costs are included.
02 / DELIVERY & ACCOUNTABILITY
| Pathway | Proposed delivery | Accountability / gating decision |
|---|---|---|
| WB-MRI & MSK | Selected WB-MRI with structured MSK/Dixon review; targeted ultrasound, rehabilitation and procedural referral. | Reza Jazayeri leads MSK; appoint interpreting radiologist and agree transfer pricing, follow-up and escalation protocols. |
| DEXA & endocrine | Bone density, body composition and functional measures; male and female endocrine pathways. | Confirm one or two endocrinology directorships; medication/hormone indications and monitoring require clinical protocols. |
| Cardiac & VO₂/CPET | Risk review, ECG, appropriate CCTA/plaque analysis and safety-screened exercise testing. | Cardiologist oversight, emergency procedures and referral criteria before maximal testing. |
| GI / colonoscopy | Coordinate outside screening initially; consider on-site endoscopy with the ASC phase. | GI and anesthesia coverage; licensed procedure space, reprocessing, pathology and recovery readiness. |
| Neurocognitive | Track modifiable vascular, hearing, vision, sleep and fitness risks; selective cognitive evaluation. | Neurology/neuropsychology oversight; no routine asymptomatic amyloid or APOE membership panel. |
| Laboratory | Qualified send-out laboratories through Year 2; review in-house business case only against demonstrated volume. | Ordering physicians and lab quality oversight. In-house testing requires qualified personnel and applicable certification/licensing. |
| IV / perioperative | Clinically indicated optimization and recovery support. Elite home delivery only after suitability review. | Anesthesia-led pathway; confirm Dr. Atoian’s availability, lawful sourcing, nursing, emergency plans and pharmacy arrangements. |
This check uses the physician allocations in the staffing budget. It excludes documentation, procedures, urgent needs and differing appointment lengths. Schedule design needs a separate workload review.
Use a staged founding launch: an initial 25-member cohort, then 75, then up to 150 Alpha members after reviewing access and workload. Treat 300 Signature members as a scale scenario, not a launch commitment.
| Metric | Proposed management target | Action |
|---|---|---|
| Qualified leads | At an assumed 20% conversion, 150 enrollments require 750 qualified leads; 300 require 1,500. | Validate conversion through physician introductions and private briefings; no purchased referral fees assumed. |
| Acquisition cost | Track signed/paid enrollment by channel; compare against contribution, not prepaid collections. | |
| Care-plan completion | Target ≥90% within 30 days after required results become available. | Navigator tracks unresolved findings and escalations. |
| Elite access | Track median and 90th-percentile response time, declined requests and coverage gaps. | Validate the within-24-hour target against real scheduling and clinical constraints. |
| Renewal / experience | Establish baseline before setting a forecast. | No retention or valuation multiple is assumed in this model. |
03 / PHASED INVESTMENT
| Blueprint stage | Indicative capital range | Scope and exclusions |
|---|---|---|
| Phase 1 · proposed Q4 2026 | $106,000–$188,000 | Functional/performance equipment, ECG/metabolic analyzer, BIA and clinic furnishings. Excludes CT, MRI, tenant improvements and in-house lab. |
| Phase 2 · proposed 2027 | $370,000–$630,000 plus unpriced items | MSK ultrasound, DEXA, PT/performance floor, clinical CPET, endocrine infrastructure and endoscopy equipment. Confirm overlap and quotes. |
| In-house laboratory · optional later stage | $150,000–$300,000 if built | Separate investment decision; qualified staffing, certification and operating costs are additional. Default model excludes this capital. |
| CT / MRI / ASC | Not included | Imaging and ASC capital belong in separate entity budgets; confirm transfer pricing and access agreements before enrollment. |
| Elite van | Editable assumption below | Vehicle, conversion, equipment, storage, insurance and backup arrangements require vendor and operating quotes. |
Source: supplied DOCS Diagnostic Equipment Blueprint, August 2026. Ranges are source planning estimates, not current vendor quotes. Defaults: $147,000 Phase 1 and $500,000 Phase 2 are range midpoints; $175,000 per van is an additional illustrative assumption. Phase 2 lab, CT/MRI, ASC and unpriced items are excluded unless added to “Other capital.”
Approve service matrix, physician time allocation, member contract, eligibility, referral workflow, separate charges and launch location. Confirm specialty coverage rather than presenting unfilled roles as staffed.
Execute imaging/lab agreements, hire navigators, validate appointment capacity and launch with a limited cohort. Measure service cost and response times before expanding.
Release equipment capital after volume evidence. Tie endoscopy to ASC readiness. Pilot Elite in a confirmed geographic zone before committing to a wider response target.
Track division-level financials, service liabilities, intercompany allocations, staffing, contracts, outcomes and retention. Transferability and any sale require legal and financial review; no exit valuation is projected.
04 / BEFORE COMMITTING CAPITAL
This is an editable management planning model, not audited financial statements, a valuation or a legal/tax opinion. All figures are USD. The business page is a separate local planning document, not an authenticated portal; keep it out of public distribution unless intended.