Bismark Consulting Group (BCG) is a medical consulting firm that offers solutions and best practices from other industries to solve the issue of prolonged wait times and delays at the doctor’s office. We improve the physician/patient experience by reducing patient cycle times and maximizing profitability. Bismark tackles this problem two-fold: appointment book optimization, medical office design & virtual management. These solutions have been demonstrated in a prototype model to work. As more doctors find themselves needing to group up to reduce costs, most of the focus has always been on improving back office processes such as billing and sharing staff. Bismark's proprietary methodologies around data capture and analysis, medical office design, and virtual management, are easy for staff to grasp and enable a high-performing patient centric practice.

1. 1

2. NEEDS ASSESSMENT
OPTIMIZED
MEDICAL OFFICE
WE IMPROVE THE PHYSICIAN/PATIENT EXPERIENCE
by reducing patient cycle times and maximizing practice profitability
Our Business Model is Founded on the Following:
Phase 2 – Implement practical solutions
Our proprietary “Learn and Do” Medical Office Design Methodology is
easy and straight forward for staff to grasp. Simple concepts and
elements of Engineering, Business, Architecture, and Psychology are
taught and used to design and maintain a medical practice.
Phase 1 - Conduct an Error Free Assessment
By collecting the correct data, at the right time, enables us to
design precise solutions that are then vetted through simulation.
This ensures no mistakes in Phase 2 – Implementation.
Phase 3 – Provide Operations Management Oversight
By offering a Command Center, virtual office manager model where
management expertise and remote support are just a push-button
away. This is a plug and play solution, with no system modifications
needed.

3. SOLO
PRACTICES
70%
GROUP
PRACTICES
30%
160K MEDICAL OFFICES IN 2004
Managed Care is forcing MD’s to group.
The market is right for us now!
SOLO PRACTICES
52%
GROUP
PRACTICES 48%
230K MEDICAL OFFICES IN 2014
Survival tactic by sharing costs. Patient experience will drive reimbursements.
Speed and quality of care is patient’s top 2 experience measures.
1 Billion Medical Office Visits per year in the United States
DIRECT MARKET :
110K Medical Offices

4. The Problem & Root Causes
Bismark’s Solution
Why Bismark
Marketing & Sales
Competition
Management Team
Financial & Metrics
Key Milestones

5. 1. Patients at large are dissatisfied with the quality of their medical office visit experience
A TWO-SIDED PROBLEM
A visit to the doctor is expected to become a “day-long” event. Over-worked staff
and physician delays are commonplace, with patients routinely being forced to
face the same unsatisfactory experience:
2. Health care professionals nationwide do
not have time, training, or access to the
correct data to resolve the challenges of
improving patient experience.
“Why is my appointment time not being honored?
I even arrived early.”
“How come the doctor is running late, again?”
“I just spent 90 minutes here to see the doctor
for just 5 minutes.”

6. ROOT CAUSES
*Inadequate or missing processes other
industries have mastered that reduce
profits and frustrates patients.
Good news: they can all be solved.
Costly medical office inefficiencies are routinely caused by extraneous activities, faults, or misses manifested in:
Ineffective planning ,
scheduling, & confirming of
patients.
Unpreparedness for no-
shows and cancellations.
Absent triage procedures,
negatively impacting room
capacity.
Staff movement inefficiencies
and unbalanced work loads.
Inadequate staff hiring processes
and on-boarding
Slow cultural change in
adapting to new times.
Inadequate systems for
operations management.
Underutilized office capacity.

7. The Problem & Root Causes
Bismark’s Solution
Why Bismark
Marketing & Sales
Competition
Management Team
Financial & Metrics
Key Milestones

8. BISMARK’S SOLUTION
Perform a current-state analysis:
► Track & measure patient
experience
► Identify space utilization
bottlenecks
► Track & measure staff
movement
► Review Planning &
scheduling practices.
DEPLOY BISMARK'S
ASSESSMENT TECHNOLOGY
SUSTAIN PERFORMANCE WITH
VIRTURAL OFFICE MANAGEMENT
Using Bismark´s “Learn and Do”
proprietary methodology.
► Patient is the “widget”
► Reducing wait-times (90 to
45min.)
► Meets both MD & patient
expectations.
► Transfer the design
knowledge to staff.
DESIGN & IMPLEMENT
CHANGE
Our Approach to a Profitability & Patient Experience Challenge
Virtual Office Management:
► No Disappearing Results
► Level of Support based on
needs.
► Ability to monitor and aware
staff of KPI’s, metrics, etc.
► Efficient and Scalable

9. The Problem & Root Causes
Bismark’s Solution
Why Bismark
Marketing & Sales
Competition
Management Team
Financial & Metrics
Key Milestones

10. Smart Data
Fully Integrated & Automated Approach Model
Patient Visits Medical Office
Data Capture
Bar-Code Scanner or
RFID TECH
Local Database
(Non-Hippa Info Capture)
DATA FEED
Visit Information
Bismark Offices
[Command Center]
Patient N
Patient N+1
Patient N+2
Patient N+3
MD
MD
MedicalGroupMedicalGroupN+1
Bismark Database
System for
Management SFM
Analysis Results
Simulation Technology
Benchmark Study
IfImplementationPhase
FD – MA – MD – CO
UTILIZATION
STAFF TEAM

11. The Problem & Root Causes
Bismark’s Solution
Why Bismark
Marketing & Sales
Competition
Management Team
Financial & Metrics
Key Milestones

12. MARKETING & SALES OVERVIEW
MARKETING PLAN
• Reach out to warm leads
• Hire former/current pharma
reps as sales agents
• Introduction to various Medical
Associations
• Leverage other medical office
vendors/distributors
FEATURE DETAIL
Salespeople
Compensation
Training
Process
Cycle Time
Pitch Volume
Conversion KPI
2 in-house, 5 Field Reps.
$25 per meeting + 5-8%
commission scale.
Intense 1-2 day
weekend event.
M1-Telephone
M2-F2F/Present Proposal
M3-Obtain Signature.
Within 2-3 weeks
4-8 meetings per day.
30%
Actual Sales 1-3 per week.
• Prototype Model Success Stories
• Monthly Online Campaigns on twitter,
linked In & Facebook
• Quarterly Comprehensive Medical Office
KPI’s Benchmark study
• Showcase Model at Industry Conferences
SUPPORTED BY COLLATERAL:

13. • Enables our push-
button consulting
model
• Standardizes metrics
universally
• Data based decision
making
• Rapid Deployment
• 10 step learn and
do method
• Certification in
Medical Office
Design
• Lowest Risk Method
• Precise Solutions
• 3 Prototypes and
Command Center
• Cardiology and
Primary Care
• Dental
• Plastic Surgery
• No Manual Data
Entry. Error-Free.
• Normalized for
benchmarking
• Basis to diagnose
and simulate
SIMULATION
TECHNOLOGY
OFFICE PROTOTYPE
SYSTEM FOR
MGMT-SFM
MEDICAL OFFICE DESIGN
CERT. CONSULTANTSSMART DATA CAPTURE
GO TO MARKET DIFFERENTIATORS

14. The Problem & Root Causes
Bismark’s Solution
Why Bismark
Marketing & Sales
Competition
Management Team
Financial & Metrics
Key Milestones

15. COMPETITIVE LANDSCAPE
0
20
40
60
80
100
Bismark AMS IHBS HealthStream Doctor's
Management
Practice
Valuation Group
MEDICAL/COMPLIANCE
CONSULTING
Coding, Billing, Insurance,
Reg Training, Financials.
0
20
40
60
80
100
Bismark AMS IHBS HealthStream Doctor's
Management
Practice
Valuation Group
OPERATIONAL CONSULTING
Focus on Patient Experience,
Throughput, Maximizing
Capacity Utilization.
0
20
40
60
80
100
Bismark AMS IHBS HealthStream Doctor's
Management
Practice
Valuation Group
ABILITY TO SERVE
REMOTELY
Local, Regional, National.
Our core competencies are in Medical Office Design and Operations Management.
South Florida provides a target rich, cost-effective environment to prove ourselves.

16. The Problem & Root Causes
Bismark’s Solution
Why Bismark
Marketing & Sales
Competition
Management Team
Financial & Metrics
Key Milestones

17. MANAGEMENT
Luis is a Master Six Sigma Black belt and has over 17 years
of global operations consulting experience. He has served
the Fortune 500 in both analysis and implementation. His
primary specialty in operations and shared services won
him the 2013 Shingo Prize Bronze Medallion with a large
domestic insurer. His book, “Manufacturing the Lean
Office” is due in December 2015. In his current role, he
primarily is responsible for Sales and Assessments. Luis
also holds a B.S. in Chemical Engineering from Washington
University, St. Louis, Missouri.
Hamid Ayub is a seasoned professional specializing in
operational improvement & strategy deployment, product
design, and organizational transformation. His education
includes: BSc (Mech. Eng.), MSc (Industrial Eng.) , and an
MBA. He has a broad experience base in multiple industries
and practical experience. He is also a co-founder of a
durable medical products design company and has patents
pending on two more medical products. Hamid has an MBA
from Renseleer Polytechnic Institute.
Robert brings 20 years of experience working in both
Public & Private Sector Projects worldwide. Experience
launching IPO’s as Director of Communications and Client
Relations for MDB Capital Group. Prior to that, he served
as Advisor to the President of Nicaragua, also member of
his Cabinet and led several infrastructure-network building
projects focused on developing new IT Infrastructure,
aftercare functions for new investment and development
opportunities, and good governance models. Robert has a
B.A in Business Administration from University of
Massachusetts.
Shawn is an IT Professional with over 20 years of
experience. Shawn's experience includes 13 years with
Chiquita Brands International where he led the
Infrastructure and Telecommunications groups in
implementations and support for North America, Europe,
and Latin America. Prior to joining Bismark, Shawn served
4 years with a global manufacturer and distributor as Chief
Information Officer. Shawn has an MBA from Xavier
University.
LUIS TELLERIA, CEO HAMID AYUB, COO
ROBERT TELLERIA, CMO SHAWN CROWE, CTO

18. The Problem & Root Causes
Bismark’s Solution
Why Bismark
Marketing & Sales
Competition
Management Team
Financial & Metrics
Key Milestones

19. KEY FINANCIALS & METRICS
Assessments
2015
2016
2017
Sold
Average
Price Revenue COGS
Gross
Margin
Gross
Margin %
Total Fixed
Costs
Fixed
Cost %
Net
Profit Net %
TM
Conversion
Sales
Conversion
4 $7,500 $30,000 $19,200 $10,780 36% $8,300 27.6% $2,480 8% 2% 20%
84 $7,500 $630,000 $315,000 $315,000 50% $127,800 20.2% $187,000 33% 2% 20%
200 $7,500 $1,500,000 $500,000 $1,000,000 67% $278,600 18.6% $721,400 34% 2% 20%
Implementations
2015
2016
2017
Sold
Average
Price Revenue COGS
Gross
Margin
Gross
Margin %
Total Fixed
Costs
Fixed
Cost %
Net
Profit Net %
Project
Conversion
Rate
1 $15,000 $15,000 $10,000 $5,000 33% $2,500 17% $2,100 14% 80%
67 $15,000 $1,000,000 $500,000 $500,000 50% $150,000 15% $350,000 35% 80%
160 $15,000 $2,400,000 $1,200,000 $1,200,000 50% $360,000 15% $880,000 36% 80%
Does not consider re-occurring revenue from subscriptions.

20. The Problem & Root Causes
Bismark’s Solution
Why Bismark
Marketing & Sales
Competition
Management Team
Financial & Metrics
Key Milestones

21. KEY MILESTONES
SEEKING INVESTMENT
CREATE COMPANY
► Create Collateral
Material
► Development
► Select Outsource
Providers
► First M1’s being held
► Build Back-Office
Support Processes
► Proof of Concept /
Prototype Office
LAUNCH
► Obtain Funding
► Launch Website
► Begin Telemarketing
► Begin Automation
Programming
► Interview BDE
Candidates
PRE-LAUNCH
► Further automation
& improve practices
► Build front-end
DB MAINTENANCE
& REFINE PERIOD
2016
► 20 New Office per
month target
► Refine Databases
SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY

22. THANK YOU
For Investment opportunities & additional information call:
305.992.5266 email: latx@bismark.net