1. USHealthNet, LLC
1. Business Plan - Capsule………….
2. Business Plan - Long Version……
3. Conceptual Design Document…...
4. DiagAssist - Point-of-Care tools…
5. Screen Shots of Prototype…….…
6. ScriptPAD Specificaions…….…….

2. USHealthNet
Richard Lynes cto@mediaone.net 3 Acorn Street
Founder and Chief Technology Officer Scituate, MA 02066
USHealthNet, LLC (781) 545 - 3938
USHealthNet’s ‘Executive Summary'
1 Introduction
USHealthNet will provide a branded, integrated, Internet Application Service Platform (iASP) for the administrative, communications and
information needs of healthcare professionals and for the healthcare information needs of consumers. USHealthNet’s Web destination will
consist of two distinctly different linked Web sites—a subscription-based site for healthcare professionals and a free Health, Wellness and
self-service portal site for consumers. USHealthNet will be the single point of access to EDI services, enhanced communications services,
branded healthcare content, and other Web-based offerings. For healthcare professionals, USHealthNet is designed to simplify healthcare
practices by integrating multiple administrative, communications and research functions into a single, easy to use Web-based solution.
USHealthNet will deliver rich content and application services through its vertical healthcare portal. This portal will be segmented by
healthcare professionals, culled by specialty, and targets a consumer strategy leveraging physician patients. The consumer portal is based on
an AOL model building on the community theme. Through a strategic partnership with BroadVision USHealthNet will offer a
personalization engine allowing true 1-2-1 relationship management and InfoMediary services. USHealthNet plans to aggregate the largest
number of physicians and their patients through an aggressive Merger and Acquisition strategy.
In an effort to facilitate a plug-&-play e-commerce platform for third party products and services USHealthNet will develop joint ventures
and affiliate partnership alliances. This strategy will include various healthcare centric disciplines: content sourcing and publishing, Practice
Management Systems, Clinical Information Systems, Backend EDI services, and Integrated Delivery Networks. The trend to consolidate
these operational silos will take a focused and phased implementation plan. The basis for these M & A transactions is to reach critical mass in
Internet time, which will drive demand creation for both the B2B and B2C segments. Fueling the inertia created by USHealthNet’s channel
strategy will be the Company’s vision for deploying its iASP offering -- Point-of-Care Knowledge Delivery and Acquisition tools.
The value proposition for both the healthcare professional and consumer will be in the Company’s ability to lower physician operating costs,
increase revenues and enable quality care through measurable clinical outcome analysis, improving care delivery and disease management.
USHealthNet plans on building knowledge bridges that will forge improved relationships bonding physicians, patients and a fragmented
healthcare system. USHealthNet’s portal will become a trusted brand and premiere destination for brokering healthcare information,
products and services that differentiates and provides a sustainable competitive advantage ensuring future annuity business.
1.1 Market Overview
According to the Health Insurance Association of America, healthcare is the largest single sector of the U.S. economy, consuming
approximately $1 trillion annually, or 14% of the country’s gross domestic product. The healthcare industry consists of a complex mix of
participants, which includes:
• ”Providers”—physicians, medical practice groups, hospitals and other organizations that deliver medical care;
• ”Payers”—the government agencies, insurance companies, managed care organizations and other enterprises that pay the bills for
healthcare, this includes PBMs and employers;
• ”Suppliers”—clinical laboratories, pharmaceutical companies, and other groups that provide tests, drugs, x-rays and other services;
• ”Consumers”—individual patients who receive medical care, and the government agencies, employers and other organizations that
represent groups of individuals.
All healthcare participants rely heavily upon information to perform their roles in the industry.
Individuals compare medical plans, choose physicians and submit claims for reimbursement. Employers select health plans, determine
benefit levels, enroll employees and maintain employee eligibility data. Providers verify patient eligibility, collect patient histories, order
diagnostic tests and x-rays, receive and interpret test results, render diagnoses, make referrals and submit claims to payers. Payers manage
referrals, establish medical care protocols and reimbursement policies and process claims. Suppliers analyze and process patient samples or
tests, provide results, fill prescriptions and submit claims for reimbursement. These and many other healthcare transactions are also highly
dependent on information, and each participant is dependent on the others for parts of that information. In sum, the finance and delivery of
healthcare requires that consistent, accurate information be shared confidentially across a large and fragmented industry.
• Physicians control 85% of the national expenditures for healthcare.
• The administrative costs for providing healthcare have been estimated at between $198 billion and $250 billion per year.
• The physician market size in the U. S. is over 800,000 today.
• Those physicians providing outpatient care average 1647 patients per year; each with an annual per capita expenditure of $3875,
representing an aggregate annual billing of $236 Billion for 735 million office visits per year.
Factors contributing to these exorbitant expenses are:

3. USHealthNet
Richard Lynes cto@mediaone.net 3 Acorn Street
Founder and Chief Technology Officer Scituate, MA 02066
USHealthNet, LLC (781) 545 - 3938
• =Inappropriate diagnosis and prescription drug use, resulting in a significant number of hospitalizations—between 5 and 25 percent. The
costs of treatment for inappropriate drug therapies are staggering - estimated at $100 billion each year1
• =The healthcare industry has become an information-intensive profession plagued by substandard methods of data collection, storage, and
retrieval, propagating and reinforcing the dysfunctional characteristics of a fragmented healthcare system
• With over two thousand information technology vendors and systems integrators competing for their share of the healthcare industry,
incompatible operational and technology silos are making it difficult to exchange vital information and critical life-saving knowledge.
This need strains the resources of the healthcare community since information must be gathered from disparate sources.
• =A large part of healthcare waste is related to compliance red tape, paperwork and decentralized heterogeneous data sources.
1.2 The Problem
In providing care to those patients the physicians face similar basic challenges of people, process and technology:
• =Management of patient data during the course of their relationship
• =No access to patient data prior to their relationship
• =Limited access to patient data throughout the extended healthcare enterprise
• =Inconsistent processes and deteriorating relationships across providers, payers, and suppliers
• =No communication and leverage of data beyond the practice walls and across the continuum of care
• =The need to keep abreast of health findings, enable peer collaboration and review new treatment protocols
• =Need to contain costs (administrative, compliance, fraud ) and expand revenue opportunities and measure quality of care and life
Several of the core applications needed by those physicians to manage their patients needs are currently not WEB enabled and less than 6%
of the office based physicians population use any combination of the following Point-of-Care (POC) tools:
• =Electronic Medical Records (family and payer demographics, medication history, allergies, problem list, etc)
• =New prescription orders and refills processing, with Internet fulfillment through Drugstore.com
• =Lab Order Entry and Resource Scheduling (workflow processing)
• =Diagnostic Decision Support (expert knowledge systems)
• =Procurement applications (e-commerce and e-business and ERP)
Those core applications have not penetrated the undeserved portion of this market for the following reasons:
• They are primarily client server applications that are both expensive to implement (software licensing, hardware, training and backend
integration), but are also a large distraction to the practice staff and operations from a management perspective – Back Office versa Front
Office - Practice Management versa Patient Management.
• Managed Care has driven costs to the lowest level in history, leaving caregivers to question the quality of care and their ability to earn a
living and compete in the growing Physician Provider Organization (PPO) space.
• =Those practices that do invest in these applications generally only leverage a small percent of their value due largely to the fact that
back-office-billing systems are complex data entry systems and do not extend themselves to support front-office POC functions.
• =Since the applications are local to each practice, they do not receive the benefits of a consolidated patient treatment profile and
outcomes data across practices
Studies show that 94% of this market is considered “under served” by the current applications on the market and unable to address the Point-
of-Care information needs. The Total-Cost-of-Ownership (TCO) on a per seat (single-user) basis would exceed $150,000 dollars over five
years. With more than 325,000 physicians working in physician group practices, it is easy to see why the turnkey systems integration services
market for this segment will double in revenue by the end of the decade. Its $10 billion mark today, according to leading analyst Mike
Knepper of Volpe, Welty & Co. The domestic market for digital clinical information networks has been estimated at $350 billion dollars,
international (including U.S.) at $1.2 - 1.3 trillion dollars yearly (the estimate based on data from the World Health Organization, the U.S.
Census Bureau).
1
National Pharmaceutical Council.

4. USHealthNet
Richard Lynes cto@mediaone.net 3 Acorn Street
Founder and Chief Technology Officer Scituate, MA 02066
USHealthNet, LLC (781) 545 - 3938
1.3 The Solution
USHealthNet’s iASP offering consists of an N-tiered application service strategy, which connects physicians and patients to USHealthNet’s
portal through a single access point using a Web browser based Thin-Client interface. These services integrate critical Point-of-Care
Knowledge Tools allowing secure global access over the Internet. A patient has access to a read only EMR and a Java Smart card containing
vital healthcare data will be offered for free to consumers, and for healthcare professionals the full POC suite will be offered through the
Company’s premium subscription services. Extranet access is offered to branded affiliate partners, enabling local e-commerce transactions
maximizing site stickiness while ensuring a consistent user experience and ensuring patient privacy and physician confidence.
USHealthNet’s Java Enterprise Beans and Corba application component framework supporting the iASP subscription service offering will
consist of nine integrated applications:
1. LifeTime (Longitudinal Electronic Medical Records)
2. DiagAssist (Diagnostic Decision Support System)
3. ScriptPad (Prescription and Drug Interaction Services)
4. LabDirect (Lab Order and Results)
5. Enterprise Workflow Engine and XFDL/XML based Forms Engine
6. Enterprise Resource Planning (ERP)
7. Enterprise Master Patient Index (EMPI)
8. Clinical Data Repository and OLAP analytical reporting services
9. Java and XML Search Engine, integrating (UMLS) Tools and semantic networks
The USHealthNet vision is to provide increased functionality to a broader cross-section of the physician’s market by breaking down the
current barriers to entry and providing the following benefits to the physician's practice, patients and consumers, and pharmaceutical industry:
1.3.1 Value Propositions – Physicians
• Significantly lower cost of entry through a multi-tiered subscription model, effectively eliminating the Total-Cost-of-Ownership
• More intuitive functionality, delivering a point and click information rich experience through Web based Thin-Client interface
• Less intrusive infrastructure, remotely managed, eliminating hardware and software obsolescence (Outsourced to ASPs)
• Guaranteed Quality of Service, by our national network operations center alliance partners
• Clinical data repository management, providing analytical reporting services (InfoMediary service)
• Leverage EMR database beyond the practice and across the continuum of care, location and technology independence
• Reduced encounter documentation time (SOAP/Progress notes) enabling an increase in patient flow, as well as reduced liability
Additional benefits to the consumer and Pharmaceutical markets will be:
1.3.2 Value Propositions – Consumers
USHealthNet provides healthcare consumers with a single point of access to premium and proprietary health and wellness content.
Consumers can use the information to educate themselves on healthcare-related matters, allowing them to make better-informed healthcare
decisions. In addition, USHealthNet can e-mail updates based on a consumer’s profile and can search and retrieve member-specific
healthcare information from the Web. InfoMediary service affiliates will be marketing third party products and services using BoardVision
enabling a true 1-2-1 user experience. Affiliates target against high-level patient/consumer profiles, which do not compromise personal data,
only segment level profiling data is available and this is secured in a BroadVision database behind USHealthNet’s data center fire-walls.
1.3.3 Value Propositions - Pharmaceuticals
• Access to clinical data repository, reducing new drug time-to-market expense and risk
• Provide direct to physician and patient/consumer (DTC)2 marketing channel, influencing prescribing behavior
• Access to patient base for clinical trails and analytical reporting services (Data Mining) 3
• Direct link to Physicians Desktop for branded InfoMediary services
• Access to patients and consumers of healthcare products through sponsorship programs on USHealthNet’s portal
2
Predicted spending on DTC advertising for 1998 is close to $1.6 billion, a 60% increase over 1997
3
All personal healthcare information is highly confidential and USHealthNet understands its commitments to patient privacy and will not
under any circumstances compromise a patient’s personal healthcare data.

5. USHealthNet
Richard Lynes cto@mediaone.net 3 Acorn Street
Founder and Chief Technology Officer Scituate, MA 02066
USHealthNet, LLC (781) 545 - 3938
1.4 Revenue Models
The Company’s delivery strategy for this vision is to raise the management of these applications up into the network, delivering subscription-
based access to these applications for individual practices. The applications will be Internet based, providing the scale, security and ease of
use that has been the hall-mark and success of the WEB today.
Key sources of revenue from this business will be:
• Subscript to Vertical Healthcare Portal (content and community only), targeting physicians, and segmented by specialty
• Subscript services for Internet Application Service Platform (iASP – Point-of-Care Knowledge Delivery tools)
• InfoMediary services allowing affiliate partners to participate in the Company’s e-Commerce platform and service offerings
• Sponsorships, bounty and bundles (Up-sell and Cross-sell opportunities)
• Transaction processing (EDI Claims, patient eligibility, transcription services and e-commerce)
• Health Plan Auctions, giving PPOs and employers more control over contract negotiations with payer organizations
• Advertising - using the Physicians Desktop the Company can use both a Push and a Pull model, supporting new off-line messaging
1.5 Capital requirements will be:
• $10 - 30 million for sales, marketing and PR, operations, partnership acquisitions, technology licensing and development, and Merger &
Acquisition opportunities.
• Outsource portal development and content sourcing to Agency.com.
• Outsource infrastructure deployment to NaviSite, a CMGi company, and USinternetworking
• Affiliates pre-paid or underwriting physician subscriptions (General content subscription levels, not premium, which offers iASP
services)4
• To fuel the Company’s consumer e-Commerce and InfoMediary service strategies USHealthNet’s market capitalization projections are
$500 million with 10 % market penetration are not unrealistic
1.5.1 Investment Opportunities
This is an early stage opportunity for investors:
• The research has been done and the business case proven
• Prototypes have been developed
• Business plan has been drafted
• Several key members of the management team have been identified, with an eager desire to identify additional members
• Industry experts from both the medical and internet fields have committed to advisory roles
• Technology partners have been identified and initial negotiations have begun
• An initial venture partner has expressed a desire to participate if a second partner can be secured
1.6 Management
Richard Lynes - is the founder and CTO of USHealthNet and has a proven track record serving as CIO and CTO for several successful
companies. To his credit Mr. Lynes brings more then twenty-four years of industry experience in Information Systems, Tele-
communications, and business. His involvement with the Internet spans more then a decade and inspirers many of his visionary strategies,
bridging e-commerce/e-business, integrating ERP and SCM, and his Thought-Leadership in the areas of converging business models and
technologies is without question. Mr. Lynes is an experienced leader, mentor and team player, and understands the value of human capital.
1.7 Conclusion
USHealthNet ‘s charter and strategic vision is to provide e-commerce capabilities and service excellence for the healthcare industry by
developing Internet transport and Web-based clinical applications, management services, and a community healthcare information delivery
network. USHealthNet will be the premier provider of Point-of-Care knowledge tools and services for the healthcare industry.
USHealthNet’s strategy reflects the future state, vision and direction for the healthcare industry. This premise is based on the fact that all
roads lead to the patient and physician, therefore all investment decisions, including IT capital and human resources need to be aligned
strategically across all points of patient and physician interaction.
4
The pre-paid or underwritten subscription services will be paid for in part from our shared revenue and joint marketing programs for
affiliate, and alliance partnerships

6. The healthcare industry sits on a vast body of medical knowledge that it has failed
to exploit. Practitioners and patients pay the price.
Dr. Know
By Regina E. Herzlinger, DBA & Russell J. Ricci, MD
Healthcare is one of the world's most knowledge-intensive
industries--yet the practitioners on its front lines are cut off from the
network connectivity tools that could deliver information to those who
need it. Every day, physicians rely on their wits, their training, their
past experiences with patients, and the information shared among
colleagues to make critical medical judgments. And yet few attempts
have been made to codify systematically physicians' experience in
treating patients so that the resulting body of knowledge could be more
efficiently shared among colleagues.
The healthcare industry, of
course, spews out "raw"
information by the ton, but useful,
meaningful information that could
influence patient outcomes
positively and point to medical
breakthroughs isn't shared
efficiently--if at all. While
medical bills are computerized,
diagnosis and treatment records
largely aren't. Likewise, little has
been done to track and study
patient outcomes methodically so
that physicians could identify the
most successful treatments.
The answer, many believe, lies in evidence-based medicine. This new
approach has already demonstrated that it can deliver better care at
lower cost--no mean feat in an industry plagued by escalating costs,

7. IBM Global Healthcare Industry News - Dr. Know
and in many parts of the world, increasingly dissatisfied customers.
But it is not without controversy. In fact, it may be one of the most
hotly debated topics among medical practitioners today.
The problem is well known. "What has been referred to as a double
standard of truth in medicine persists," says Dr John Wennberg, an
epidemiologist and director of The Dartmouth Atlas of Health Care in
the United States, a 10-year study that has documented a wide
variation in medical treatments. In the US, new drugs are tested to
determine clinical efficacy, he points out, but "the outcomes of other
treatment options...are not systematically subject to evaluation." The
result, says Dr Wennberg, is unnecessary scientific uncertainty about
medical treatments.
For decades, practitioners have been concerned about wide variations
in medical treatment documented the world over. Demography-based
health patterns and differing health care systems contribute to these
differences, but what troubles many is the extent to which incomplete
information may cause disagreement among physicians about
diagnoses and treatments.
Enter evidence-based medicine. Here's how it works: Physicians, in
concert with their colleagues, use data mining and relational databases
to sift through patient histories and clinical research data in order to
glean knowledge--to understand the risks and benefits of various
medical treatments and how they affect different "classes" of patients.
The best practices--or optimal outcomes--that emerge are then used to
create treatment guidelines for subsequent patients. Ideally, computer
networks could deliver these up-to-the-minute guidelines and
decision-critical data directly to the point of service. It is an iterative
process, with each new patient or clinical trial added so that constant
learning is assured and new ways of doing things are never stifled.
Some call this real-time medicine.
"In the ideal world," says Dr Steve Shaha, a research director for the
US-based Gartner Group, "practitioners would have the data right at
their fingertips at the point of decision-making, like the heads-up
display for a fighter pilot. To accomplish this, we'd need a lot of
computerization to capture electronic patient records and feed back
critical clinical data. These data repositories would be designed to
allow people to make the best possible diagnoses and choose the best
treatment path."
Evidence in Practice
The efficient sharing of medical knowledge is probably best
promulgated through an organizational approach known as the focused
factory. Toronto's Shouldice Hospital is one such facility. It performs

8. just one procedure--hernia operations--but through sheer repetition and
dedicated focus to the constant acquisition of knowledge, it appears to
perform them better than anyone else. At Shouldice, a hernia operation
takes half the time and costs half as much as at the average hospital.
What's more, it fails only 1 percent of the time, compared to a 10 to 15
percent failure rate elsewhere.
Capture in computer databases what
caregivers at Shouldice do right, and
that focused knowledge could become
treatment guidelines, exportable via
networks to support physicians at
facilities worldwide. That's the goal at
the M.D. Anderson Cancer Center in
Houston, Texas, a focused factory, and
perhaps the most advanced user of
evidence-based medicine in the US.
Using a network-based data program
enabled by the clinical evidence
collected, grouped, and deemed critical by its doctors, the center's
computer system currently tracks patients and suggests treatments
along 98 different treatment paths covering 8 diseases.
The results, according to Dr Mitchell Morris, associate vice president
for information services, are quality outcomes at lower cost. For
hysterectomies, Dr Morris cites a reduction of total hospital costs by
20 percent, length of stay by 33 percent, medication costs by 35
percent, and lab testing by 74 percent--all the while increasing patient
satisfaction. Comparable results have been achieved in lung resections,
with a 30 percent drop in overall hospital costs, and most importantly,
decreased readmissions, meaning the treatment was done right the first
time.
The practice of evidence-based medicine is not confined to focused
factories. It is being implemented at clinics and hospitals around the
world. At the Children's Hospital of Buffalo (CHOB) in New York, Dr
Linda Brodsky, director of CHOB's Center for Integrated Outcomes
Health Care, has led the institution's development of an outcome-based
approach to medicine predicated on patient data. "We started by
looking at patient data historically," says Brodsky, "and then we asked
ourselves what we would like to see happen to these patients
medically, and what would we like the outcome to be in terms of
patient satisfaction and cost." The results were more far-reaching than
expected, and from their initial 2 pilot programs, CHB is now
conducting over 20 studies.
"We saw a ripple effect," says Dr Brodsky. "We improved the
same-day surgery process and the use of anesthesia, we cut operating

9. IBM Global Healthcare Industry News - Dr. Know
room time, drug use, etc. And we've seen a slow change in the method
of practice--partly due to peer pressure and partly due to the fact that
the results are compelling." For example, based on their training and
experience, individual surgeons at CHOB tended to practice one of
two methods for a specific type of eye surgery. By sharing patient data
and studying outcomes, they learned that one method wasn't better
than the other. Instead, different methods were warranted based on the
patient profile--and doctors now apply both in a different way.
Already, several large organizations in the US are convinced of the
merits of evidence-based medicine. Among them are VHA, a
cooperative of 1,600 hospitals and facilities serving 26 percent of US
patients, and BJC Health System, the second-largest nonprofit
healthcare system in the nation. VHA is building one of the country's
largest healthcare extranets, which expedites the sharing of best
practices and will include a knowledge database to develop treatment
pathways for major conditions like pneumonia, asthma, and acute
stroke. BJC has nearly finished its efforts to centralize information
within a network, with an eye toward improving patient care and
outcomes through computer-assisted treatment decisions.
Despite the momentum, success is hardly assured. Tens of thousands
of practitioners, clinics, pharmacies, and hospitals have amassed a
cornucopia of information in treating patients but have left it to molder
away in paper form. Moving it to databases will be a monumental task,
requiring new outlays for IT. Second, the industry will have to push
hard for standards so that data can be shared. Third, patient privacy
concerns will have to be met through technology solutions (which do
already exist) and stringent organizational procedures. But the biggest
barrier could be the concerns raised by caregivers.
Evidence on Trial
Some doctors and patients protest that computer-driven medicine will
never be accepted. Doctors may balk at surrendering some of their
expensively acquired diagnostic and treatment skills to a computer,
and patients may not want to see their physicians pecking away at
keyboards like airline reservation clerks during consultations.
Physician resistance to evidence-based medicine has many sources.
One is the old debate of man versus machine. Here, the computer has
some obvious advantages, including computational memory. At the
Latter Day Saints Hospital in Salt Lake City, Utah, a computer
determines which antibiotic should be administered to a patient by
analyzing 45 variables. A doctor typically considers three to five. The
computer-fed results have led to fewer complications and shorter
hospital stays.
A computer's "judgment" can't be clouded from a bad night's sleep,

10. imperfect recall, or nerves aggravated by
jangling phones. Of course, a computer
doesn't have judgment per se; it suggests
treatments based on algorithms and available
clinical data. Nor can computers take into
account the ineffable--a doctor's
understanding of how a patient's personality
or circumstances might affect treatment and
recovery, for example.
Moreover, healing, some argue, is an art, not
a business process. To purists, computers mechanize--if not
profane--the sacred art of medicine. The art advocates have a point.
The human body is not reducible to a machine. But then,
evidence-based medicine is not intended to be medicine by computer
fiat. Treatment guidelines only help to narrow therapeutic options; they
do not eliminate them. And guidelines aren't created out of whole cloth
by a computer: They are the sum total of physicians' expertise; their
previous diagnoses and treatment decisions. But because
evidence-based medicine is predicated on team decision-making and
collaboration--anathema to many professionals, not just medical
practitioners-- such arguments sometimes fall on deaf ears.
Not surprisingly, the pursuit of evidence-based medicine has given rise
to charges of cookbook medicine. "Cookbook medicine," says Dr
Morris, "is meant to imply a simplistic approach to care, something
beneath the skills of a trained doctor. People are not cups of sugar and
can't be quantified that way. But, in fact, we've long used cookbook
medicine in areas like clinical trials. And the reality is, the insurance
industry is trying to develop its own medical cookbook from a purely
cost-control standpoint. So we've worn down physician opposition by
telling them, 'The cookbook is coming. Whom do you want to write it?
Insurance people or doctors?'"
Next in a long line of hurdles is the possibility that evidence-based
medicine will be misused or abused. No physician will dare buck the
computer, it's suggested. Or, more worrisome, no managed-care
provider or hospital administrator will allow a physician to do so.
Health care driven by an institution's cost-control objectives alone is
not the desired outcome, and if physicians take the lead, is not the
inevitable one.
As Dr Shaha points out, managed-care operations often stumble at
attempts to institutionalize evidence-based medicine because their
motives are suspect. But done correctly--which to Shaha necessitates
that physicians lead the process--evidence-based medicine, he
believes, facilitates a true patient-practitioner partnership, and "is the
best way to reduce unwanted or unproductive variation in practice and

11. optimize cost and clinical satisfaction."
Ultimately, pressures to leverage information in order to glean new
medical knowledge and share it may come from several quarters.
Already, the Joint Commission on the Accreditation of Healthcare
Organizations, the predominant standards and accrediting body for
healthcare organizations in the US, has announced that assessing
patient outcomes will become part of the accreditation process by
1999. As standards and criteria evolve sufficiently to facilitate
comparison, the data will be made public. And people are turning to
the web in record numbers to find out more about their medical
conditions and explore new treatments--all of which they want to
discuss with their doctors. The information explosion via all media
means that paternalistic or arbitrary systems will be under increasing
assault. In other words, "we know best" policies just won't cut it.
Patients will be the judge of health care and they will demand
proof--evidence in the form of usable information. Some practitioners
will be ready to provide it.
Regina E. Herzlinger, DBA, is a professor at the Harvard Business School and is
the author of several critically acclaimed books, including Market-Driven Health
Care: Who Wins, Who Loses in the Transformation of America's Largest Service
Industry (Addison Wesley Longman, 1997).
Russell J. Ricci, MD, is IBM's General Manager of the global healthcare industry.
Prior to joining IBM, Dr Ricci was the president of New Health Ventures at Blue
Cross and Blue Shield of Massachusetts.
Copyright (c) 1998 International Business Machines Corporation.
Reprinted with permission from Think Leadership 1998
Volume 3 Number 2
All rights reserved
Illustrations by Sandra Dionisi
Think Leadership magazine online edition: http://www.ibm.com/thinkmag

12. USHealthNet, LLC
Seeking: $10,000,000 -$30,000,000 , Already Invested: $200,000:
Company: Contact:
USHealthNet, LLC Mr. Richard Lynes
3 Acorn Street CTO and Founder
Scituate, MA 02066 Phone: 781-545-3938
Web site: http://www.USHealthNet.com Fax:
Email:
Incorp: LLC, 7/15/99, DE cto@mediaone.net
Industry 1: Physician-Practice
Management Referred by:
Industry 2: Internet Service Providers Red Herring Magazine
USHealthNet
Boston, MA
Table of Contents
s Company Overview s Marketing
s Business Description s Management & Staffing
s Product or Service s Capitalization
s Sales s Financial Data
Company Overview (return to top)
USHealthNet, a visionary Community Healthcare Information Delivery Network.
USHealthNet will provide a branded, integrated, internet Application Service Platform (iASP) for the
administrative, communications and information needs of healthcare professionals and for the healthcare
information needs of consumers. USHealthNet's Web destination will consist of two distinctly different
linked Web sites--a subscription-based site for healthcare professionals and a free Health, Wellness and
self-service portal site for consumers. USHealthNet is a single point of access to EDI services, enhanced
communications services, branded healthcare content, and other Web-based offerings. For healthcare
professionals, USHealthNet is designed to simplify healthcare practices by integrating multiple
administrative, communications and research functions into a single, easy to use Web-based solution

13. Application Review
Business Description (return to top)
Mission
USHealthNet 's charter and strategic vision is to provide e-commerce capabilities and service excellence
for the healthcare industry by developing Internet transport and Web-based clinical applications,
management services, and a community healthcare information delivery network. USHealthNet will be
the premier provider of Point-of-Care knowledge tools and services for the healthcare industry.
Key Goals
USHealthNet's strategy reflects the future state, vision and direction for the healthcare industry. This
premise is based on the fact that all roads lead to the patient and physician, therefore all investment
decisions, including IT, capital and human resources need to be aligned strategically across all points of
patient and physician interaction.
USHealthNet expects to accomplish the following by the end of Q-4 99:
- Secure the appropriate level of funding and high profile investment partners
- Develop strategic relationships with hosting companies, i.e. NaviSite, Digex and Usi in order to provide
the data center infrastructure needed to support iASP services.
- Develop syndicated content relationships with healthcare publishers.
- Develop affiliate partners programs to support e-business and InfoMediary services.
- Achieve milestones for Physician downloads of PDA to support service subscriptions.
- Achieve milestones for Consumer B2C and B2ME InfoMediary services.
Stage: startup
Started working: October 1, 1996
Do you have a prototype or demo?
Search Keywords
iASP, IDN, CHIN, internet Application Service Platform, Point-of-Care Knowledge Delivery and
Aquisition Tools, Electronic Medical Records (EMR), InfoMediary Services, B2B, B2C and B2ME
Product or Service (return to top)
Problem Solved
All healthcare participants rely heavily upon information to perform their roles in the industry.
Individuals compare medical plans, choose physicians and submit claims for reimbursement. Employers
select health plans, determine benefit levels, enroll employees and maintain employee eligibility data.
Providers verify patient eligibility, collect patient histories, order diagnostic tests and x-rays, receive and
interpret test results, render diagnoses, make referrals and submit claims to payers. Payers manage
referrals, establish medical care protocols and reimbursement policies and process claims. Suppliers
analyze and process patient samples or tests, provide results, fill prescriptions and submit claims for
reimbursement. These and many other healthcare transactions are also highly dependent on information,

14. Application Review
and each participant is dependent on the others for parts of that information. In sum, the finance and
delivery of healthcare requires that consistent, accurate information be shared confidentially across a
large and fragmented industry.
Underlying Technology
USHealthNet's iASP offering consists of an N-tiered application service strategy, which connects
physicians and patients to USHealthNet's portal through a single access point using a Web browser based
Thin-Client interface. These services integrate critical Point-of-Care Knowledge Tools allowing secure
global access over the Internet. These POC tools will be offered for free to consumers and through the
Company's premium subscription services for healthcare professionals. Further access is offered to
branded affiliate products and services, maximizing site stickiness while ensuring a consistent user
experience.
USHealthNet's Java Enterprise Beans and Corba application component framework supporting the iASP
subscription service offering will consist of nine integrated applications:
1. LifeTime (Longitudinal Electronic Medical Records)
2. DiagAssist (Diagnostic Decision Support System)
3. ScriptPad (Prescription and Drug Interaction Services)
4. LabDirect (Lab Order and Results)
5. Enterprise Workflow Engine and XFDL/XML based Forms Engine
6. Enterprise Resource Planning (ERP)
7. Enterprise Master Patient Index (EMPI)
8. Clinical Data Repository and OLAP
9. Java XML Search Engine, integrating (UMLS) Tools and semantic networks
Intellectual Properties
Do to the nature of providing our outsourcing iASP offerings, several key technology partners have been
identified and will require license agreements.
Manufacturing Process
We have an outsourcing agreement in place for all custom development and integration services through
our strategic partnership with a local Boston based developer.
Sales (return to top)
Unique selling proposition
The Value Proposition - Healthcare Professional
A Web-based Thin-Client front-end application provides a Single Point of Access for healthcare
professionals. This reduces the need for healthcare professionals to use multiple administrative,
communications and information services by integrating these applications and services via the Internet.
USHealthNet will enter into relationships to assist healthcare professionals in obtaining all hardware and
ancillary services necessary to use USHealthNet, including Internet access, computer hardware, training,
and support. USHealthNet's Premium subscription access to iASP and Knowledge Management Services
provides a suite of Point-of-Care (POC) tools, including backend EDI services for healthcare
http://www.garage.com/garage/preview.shtml (3 of 15) [6/16/1999 2:46:37 AM]

15. Application Review
professionals', eligibility verification, and prescription processing. The Electronic Medical Record
manages patients across the continuum of care, ScritpPAD, Lab Order Entry and DiagAssist a Diagnostic
Decision Support tool, offer healthcare professionals unparalleled control throughout the life-cycle of
care.
The USHealthNet vision is to provide increased functionality to a broader cross-section of the physician's
market by breaking down the current barriers and providing the following benefits to the healthcare
professionals:
Value Propositions - Physicians
- Significantly lower cost of entry (Multi-tiered subscription models)
- More intuitive functionality (Web based Thin-Client)
- Less intrusive infrastructure (Outsourced to ASPs)
- Remotely managed through national network operations centers
- Clinical data management and analysis (InfoMediary service)
- Leverage of database beyond the practice and across the continuum of care
- Freedom from hardware and software obsolescence
Additional benefits to the consumer market will be:
Value Propositions - Consumers
USHealthNet provides healthcare consumers with a single point of access to premium and proprietary
health and wellness content. Consumers can use the information that is provided through USHealthNet
without charge to educate themselves on healthcare-related matters, allowing them to make better
informed healthcare decisions. In addition, USHealthNet can deliver personalized content and e-mail
updates based on a consumer's profile and can search and retrieve member-specific healthcare
information from the Web. InfoMediary service affiliates will be marketing products against high-level
patient/consumer profiles, which do not compromise personal data, only segment level profiling data is
available and this is secured in a BroadVision database behind USHealthNet's data center fire-walls.
Premium and Proprietary Content
Online Healthcare Communities.
Through planned acquisitions, USHealthNet will provide access to online communities that provide
consumers with personalized information about their health conditions and allow them to participate in
message boards, real-time chat rooms and support networks via the Web. In addition, online
communities provide member-generated content based on shared experiences.
Convenience and Reliability.
Through USHealthNet Web site, patients can obtain information regarding office hours, location and
other matters without having to place a telephone call to the physician's office. In addition, patients can
receive healthcare information that is reviewed and approved by medical professionals under their
physician's USHealthNet Web site -- a reliable and familiar source of information.

16. Application Review
Benefits to the pharmaceutical market will be:
Value Propositions - Pharmaceuticals
- Access to clinical data repository
- Reduced new drug R & D life cycle
- Improving Time-to-Market
- Access to patient base for clinical trails
- Direct link to Physicians Desktop for promotions and advertising
- Access to consumers of healthcare products (Direct to Consumers)
USHealthNet's Vertical Healthcare Portal is segmented by specialty for physicians and personalized on
the consumers' B2C portal. USHealthNet uses a 1-2-1-personalization engine for physician profiling and
patients -- only branded affiliate products and services are offered and transacted within the sites,
customized physician Intranets and knowledge delivery services are tailored based on a multi-tiered
subscription model. USHealthNet intends to add services and content in the future, including a
Web-enabled medical transcription service offering, hospital/physician referral services and insurance
benefits administration.
Ease of Use.
USHealthNet will offer a bundled Thin-Client Application Suite and Knowledge Management services
provided by a standards-based Java Physicians Desktop interface integrated with a Web browser.
Therefore, subscribers who use the USHealthNet 's services do not require training on multiple
proprietary devices and require no knowledge of the Internet and it's navigation issues.
Cost Savings.
USHealthNet will offer tiered InfoMediary services allowing affiliate partners to market products and
services targeted against confidential profiles achieving true personalization across all points of contact
insuring a consistent user experience. By aggregating physicians and reaching critical mass USHealthNet
will be uniquely positioned to offer procurement services, practice management service, and other third
party offerings through these affiliate partners. Physicians and patients will be offered financial incentive
awards for referring non-members and by participating in other marketing programs.
In-addition to the USHealthNet's POC tools a unified messaging platform, supporting chat, conferencing
and email service will be rolled-out. USHealthNet's Web sites and premium research and educational
content will be priced competitively and healthcare professionals will pay no more for these services than
if purchased individually.
Distribution plans
USHealthNet plans to evolve demand creation by launching creative advertising campaigns across
channels and through strategic partners, Internet search engines, banners ads and more traditional media
plays. The Company has started discussions with Omnicom subsidiaries that will lead to strong strategic
partnerships. These subsidiaries provide brand strategy, PR and media buys, campaigns, and
USHealthNet will partner with Agency.com for the development of the Company's Portal sites.

17. Application Review
Pricing strategy
The Company's delivery strategy for this vision is to raise the management of these applications up into
the network, delivering subscription access to these applications to individual practices. The applications
will be Internet based, providing the scale, security and ease of use that has been the hall-mark and
success of the WEB today.
Key sources of revenue from this business will be:
- Subscript to Vertical Healthcare Portal (Segmented based on specialty)
- Subscript service for Internet Application Service Platform (iASP - Point-of-Care tools)
- InfoMediary services allowing affiliate partners to participate in the Company's e-Commerce
- Sponsorships, bounty and bundles (Up-sell and Cross-sell opportunities)
- Transaction processing (EDI Claims, patient eligibility and e-commerce)
- Advertising (Using the PDA, the Company can us both a Push and a Pull model)
Margins
The annuity service based model supporting multi-tiered revenue streams can not be compared to the
more traditional product model companies, which report gross margins of only 30-60%.
Top 3 Products
Name Description Avg. Price
Tier-I, Point-of-Care
Provides critical life saving Subscriptions
Knowledge Acquisition &
knowledge at the point of service (tiered pricing)
Delviery Tools
InfoMediary services allowing
Tier-II, InfoMediary Variable and
affiliate partners to market products
Services fixed pricing --
and services
Transaction
Tier-III, Extranet - iASP, shared e-commerce/e-business
model - standard
Procurement platform and vertical portal
p
Year 1 Year 2 Year 3 Year 4 Year 5
1998 1999 2000 2001 2002
Name
units units units units units
Tier-I, Point-of-Care
Knowledge Acquisition &
Delviery Tools
Tier-II, InfoMediary
Services

18. Application Review
Tier-III, Extranet -
Procurement
Other Products:
Marketing (return to top)
Marketing Strategy
USHealthNet's channel strategy will be organized according to its four main customer segments:
providers, payers, suppliers and consumers. USHealthNet's direct sales force will target significant
potential customers in each market segment by region. In certain instances, USHealthNet's direct sales
force will work with complementary brokers, value-added resellers and systems integrators to deliver
complete solutions for major customers. In addition, senior management plays an active role in the sales
process by cultivating industry contacts. USHealthNet markets its applications and services through
direct sales contacts, strategic relationships, the sales and marketing organizations of its strategic
partners, participation in trade shows articles in industry publications. USHealthNet will attend a number
of major trade shows each year and will sponsor executive conferences, which feature industry experts
who address the information systems needs of large healthcare organizations. USHealthNet will support
its sales force with technical personnel who perform demonstrations of USHealthNet's applications and
assist clients in determining the proper hardware and software configurations.
The key to market dominance, is first mover advantage, value proposition, execution, and most important
aggregating users through acquisition and retention strategies. A parallel strategy is to make the cost of
entry to high for competitors and the switching costs for users to high for consideration.
Target Market
According to the Health Insurance Association of America, healthcare is the largest single sector of the
U.S. economy, consuming approximately $1 trillion annually, or 14% of the country's gross domestic
product. The healthcare industry consists of a complex mix of participants, which includes:
- "Providers" -- physicians, medical practice groups, hospitals and other organizations that deliver
medical care;
- "Payers" -- the government agencies, insurance companies, managed care organizations and other
enterprises/employers that pay the bills for healthcare;
- "Suppliers" -- clinical laboratories, pharmaceutical companies, and other groups that provide tests,
drugs, x-rays and other services; and
- "Consumers" -- individual patients who receive medical care, and the government agencies, employers
and other organizations that represent groups of individuals.
All healthcare participants rely heavily upon information to perform their roles in the industry.
Individuals compare medical plans, choose physicians and submit claims for reimbursement. Employers
select health plans, determine benefit levels, enroll employees and maintain employee eligibility data.
Providers verify patient eligibility, collect patient histories, order diagnostic tests and x-rays, receive and
interpret test results, render diagnoses, make referrals and submit claims to payers. Payers manage

19. Application Review
referrals, establish medical care protocols and reimbursement policies and process claims. Suppliers
analyze and process patient samples or tests, provide results, fill prescriptions and submit claims for
reimbursement. These and many other healthcare transactions are also highly dependent on information,
and each participant is dependent on the others for parts of that information. In sum, the finance and
delivery of healthcare requires that consistent, accurate information be shared confidentially across a
large and fragmented industry.
- The U.S. Healthcare expenditure is $1.2 trillion and growing.
- Physicians control 85% of the national expenditures for healthcare.
- The administrative costs for providing healthcare have been estimated at between $198 billion and $250
billion per year.
- The physician market size is over 800,000 today.
- Those physicians provide care to an average of 1647 patients per year; each with an annual per capita
expenditure of $3633, representing an aggregate annual billing of $236 Billion for 735 million office
visits per year.
Forrester Research, Inc. reports that the overall market for outsourcing packaged software applications
will grow from approximately $1 billion in 1997 to over $21 billion by 2001. These services include
packaged application software implementation and support, customer support and network development
and maintenance. Reasons for the growth in outsourcing include:
- The scarcity of information technology professionals.
- The challenges faced by a non-technical company in hiring, motivating and retaining qualified
application engineers and information technology employees.
- The desire by companies to focus on their core business.
- The difficulties that businesses experience in developing and maintaining their networks and software
applications.
- The fast pace of technical change that shortens time to obsolescence and forces increases in capital
expenditures as companies attempt to keep up with leading technologies.
These factors do not reflect the growth of more tranditional e-commerce/e-business projections.
Competition
Upon first glance the competitive situation may be perceived as high risk due to the large number of
Internet healthcare content sites, vendor/systems integrators, and back office billing system vendors.
USHealthNet sees short-term competition from Internet sites that have subscription models targeting
healthcare providers and consumers. USHealthNet is differentiating itself by offering premium services
for healthcare content alongside application services.
Many of the Company's current and potential competitors have greater resources to devote to the
development, promotion and sale of their services; longer operating histories; greater financial, technical
and marketing resources; greater name recognition; and larger subscriber bases than the USHealthNet
and, therefore, have a significantly greater ability to attract subscribers and advertisers. Many of these
competitors may be able to respond more quickly than the USHealthNet to new or emerging technologies
in the Internet and the personal communications market and changes in Internet user requirements and to
devote greater resources than the USHealthNet to the development, promotion and sale of their services.

20. Application Review
In addition, USHealthNet does not have contractual rights to prevent its strategic partners from entering
into competing businesses or directly competing with the USHealthNet. While these statements can be
positioned as a negative resulting in a high-risk investment, they represent the reality of market
conditions for every company today and well into the future.
Competitive Advantage
USHealthNet's integrated Web service delivery model (iASP) positions the true competitive situation
with a more focused strategic value proposition.
Many of the more sessioned players in the healthcare market have been traditional product companies,
which would prevent them from competing in the Internet service space in the short-term. These
companies are not the usual first-movers and early adopters. They have funded business plans build
around a product model company and operational structures to support them. Product development life
cycles constrain traditional product companies from the point of view that measures success by
time-to-market, mass customization, personalization, and elasticity to rapidly changing market dynamics.
Many of these companies will seek security in partnership strategies that include them in the markets
natural trends toward consolidation and disintermediation.
Management & Staffing (return to top)
Full-time permanent employees: 1
Part-time employees: 0
Contractors: 7
Critical positions not yet filled
CEO, COO, Chief Marketing Officer, SVP Business Development, VP Research & Development
Personnel
Richard Lynes
Role Founder
Title CTO
Functions Provide IT vision and strategy alignment
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21. Application Review
Prior Experience Strategic Planning and Information Technology Solutions
Thought-Leader, achieving improved operating efficiency
through IT and business strategy alignment, and increased
shareholder value by leveraging technology as a competitive
differentiator.
Professional Competencies:
- Strategic IT and Business planning for e-commerce,
e-business and Knowledge Management as a competitive
differentiation in the B2B, B2C and B2ME markets,
integrating both buy-side, sell-side and customer facing
processes
- Mentoring companies executives in their migration from
traditional mass marketing and operational practices to those
of 1-2-1 personalization; Customer Relationship Marketing
(CRM) utilizing interactive media, database marketing, and
the integration of legacy Line-of-Business applications,
including SCM, OLR and ERP solutions
- Guiding executives on the sweeping changes, trends and
impacts of technology on competitive strategies, business
objectives and business transformation
- Technical team lead on the design, development and
deployment of scaleable Enterprise-wide information,
software and systems architectures. Supporting
Intranet/Extranet application infrastructure components for
MRO purchasing and e-catalog procurement, Human
Resources, Sale Force Automation, Knowledge Management,
and strategies for linking channel partners, suppliers and
customers.
Serving as CIO and CTO for several market leaders, Mr.
Lynes past successes have been achieved by developing
visionary technology strategies and facilitating information
flow within the senior management strategic planning
function. By improving knowledge utilization through linking
corporate stakeholder processes and objectives, client
business strategies, and facilitating cooperation between
cross-functional teams, Mr. Lynes insights have created a
more customer centric approach and methodology.
Colleagues have often described Mr. Lynes as an
approachable team player who has a proven knack of
forecasting and keeping them abreast of critical changes in the
dynamic, fast paced world of technology. His talent does not
come from a crystal ball, but from a substantial career of
following the movements within both the Information

22. Application Review
Technologies and Tele-communications industries.
Employment Company Title Years
History Sequitor Medical
EVP, CIO 2
Technology, Inc.
Bronner Slosberg
VP, CTO 3
Humphrey
CommSoft Technoloy,
VP, R & D 3
Inc.
Education Institution Degree Year
Georgia Tech BS Computer Science 1980
Chris Bulter
Role Advisor
Other Boards Opus2
Other Affiliations Agency.com
Wendy Roberts
Role Advisor
Other Affiliations Agency.com
Jack Barette
Role Advisor
Other Affiliations Agency.com
Don Leavitt
Role Advisor
Other Affiliations Harvard Business School
Pat Morand
Role Advisor
Kelly Mahoney
Role Advisor
Other Affiliations Essential.com
Jeff Heywood

23. Application Review
Role Advisor
Part-time Employee
Title Chief Financial Officer
Other Boards StarQuest Software, Inc.
Other Affiliations Adobe Systems, Inc.
Functions Responsible for Company's financal modeling, M & A
strategies, VC and partnership development.
Capitalization (return to top)
Shares $ Invested
Founders: 10,000,000 $200,000
Other Senior Managers:
Other Employees:
Outside Directors:
Other Investors:
Total: 10,000,000 $200,000
Current investors?
We currently have none.
Do you have any debt financing?
No...
Total funding to date: $200,000
How have funds been used to date?
I have bootstrapped all the research, prototype development, and strategy. No other funding vehicle has
been approached todate.
Now seeking: $10,000,000
How will the money you are now trying to raise be used?
USHealthNet's working capital requirements for fiscal year 1999 and 2000 will be raised through
external private angle investors, partners and institutional equity funding vehicles in the amount of $10
million, along with additional commitments to enable the Company's acquisition strategy. Projected
ramp-up costs, operations, sales and marketing, and product/service development will be running at an
estimated average monthly burn rate of $550,000 for the first eighteen months. As part of our strategy,
year two revenue coupled with stock valuations and market capitalization, as well as a possible IPO, will

24. Application Review
be used to help fund the continued growth into international markets and additional merger / acquisition
opportunities
Do you have any preferred skills for your investors?
USHealthNet seeks professional high profile investment partners that will provide assistance in
developing a world class management team, board-of-directors and advisory board. The Company would
also expect our investment partners to actively solicit their network for opportunities in the area of M &
A strategy and strategic partnerships. Furthermore, the Company would expect to have access to the right
investment bankers in order to build the relationships with analysis and others in preparations for taking
the Company public.
Dream investors?
1. Pharmaceutical Companies
2. AOL and Amazon.com
3. Intel (as part of their data center strategy)
4. Ericsson Inc., IBM, Sun
5. CMGi Ventures, AT&T Ventures
6. ibankers
What are you offering?
Equity
How else have you tried to raise money?
I have not started this process until now.
Exit Strategy
USHealthNet's exit strategy is simple, Longer term, as measured in Internet time (12-18 months),
Healtheon/WebMD, Synetics, EMR (Electronic Medical Records) vendors and other competitors may
begin to view USHealthNet as a valued asset. USHealthNet views itself as a possible acquisition
candidate for Healtheon/WebMD, Synetics or AOL. USHealthNet and its investors will evaluate both M
& A and IPO strategies as a function of the Company's requirements for new capital and current capital
market conditions.
The downside to any investment needs to be articulated as a high risk and assess the leverage points to
illustrate the high returns and value of the Company's tangible assets, Intellectual Property, partnerships
and subscriber-base. USHealthNet's investment in IT based assets will be evidenced by planned patent
filings, as well as the unique Web based Java/Corba framework, which delivers on the promise of
USHealthNet's iASP offerings.
Understanding this, the worst case scenario is that the Company assets will be acquired by one of several
Internet based healthcare market leaders. This minimizes the risks as it is a win - win for those who can
afford to stay in.
Top 3 Concerns
Immediate Goals
USHealthNet expects to accomplish the following by the end of Q-4 99:

25. Application Review
- Secure the management talent required
- Secure the appropriate level of funding and high profile investment partners
- Develop strategic relationships with hosting companies, i.e. NaviSite, Digex and Usi in order to provide
the data center infrastructure needed to support iASP services.
- Develop syndicated content relationships with healthcare publishers.
- Develop affiliate partners programs to support e-business and InfoMediary services.
- Achieve milestones for Physician downloads of Physician Desktop Applications to support service
subscriptions.
- Achieve milestones for Consumer B2C and B2ME InfoMediary services.
3 References or customers
1. Malcom Speed, Chairman & CEO, Rapp Collins
2. Wendy Roberts, Partner, Agency.com
3. Kelly Mahoney, Chief Marketing Officer, Essential.com
Financial Data (return to top)
Capital needed to break even: $30,000,000
Quarter to break even: 3/2000
Fiscal Year End: 12/31
Months of cash on hand: 0
Current revenues: $0 (per month)
Current expenses: $20,000 (per month)
($ numbers in
Year 1 Year 2 Year 3 Year 4 Year 5
000s)
Year: 1998 1999 2000 2001 2002
Revenues: $0 $0
Cost of goods:
Operating
Expenses:
Net income:
Investment
received:
Capital
Expenditures:
End of year
cash balance:

26. Application Review
# of employees:
General Counsel:
Currently interviewing several Boston based firms.
Bosotn, MA
TBD
Legal Disputes?
"none"
Bank: Fleet and Bank Boston
Boston, MA
TBD
Accountants: Thomas Britt, CPA
Water Town, MA
Tom Britt
Audited Financials? no
For how long? (in months)
Anything else?
I do not wish to have any of this information shared with parties whom may have invested in Healhteon
or WebMD.
The financial projections are not finished and therefore are not included because of the ambiguity
involved in modeling these service based revenue streams. However, a ten- percent market share
representing 80,000 physician subscribers and five-percent of the insured population or 12 million
patient/consumer members represents a multi-billion dollar annuity based opportunity.

27. USHealthNet
USHealthNet
Business Plan
for USHealthNet, a visionary
Health Care Information Delivery System.
June 11, 1999
Business Plan Copy Number [1 of 50 ]
This document contains confidential and proprietary information
belonging exclusively to Richard Lynes
Richard Lynes
Chief Technology Officer
3 Acorn Street
Scituate, MA 02066
(781) 545-3938
cto@mediaone.net
This is a business plan. It does not imply an offering of Securities.
Confidential & Proprietary Property of Richard Lynes
Draft Only – June 11, 1999

28. USHealthNet
TABLE OF CONTENTS
USHEALTHNET’S ‘BUSINESS PLAN’ .................................................................................................................. 1
1 EXECUTIVE SUMMARY ............................................................................................................................... 1
1.1 MARKET OVERVIEW........................................................................................................................................ 2
1.2 THE PROBLEM ................................................................................................................................................. 3
1.3 THE SOLUTION ................................................................................................................................................ 4
1.3.1 Value Propositions – Physicians........................................................................................................... 4
1.3.2 Value Propositions – Consumers .......................................................................................................... 5
1.3.3 Value Propositions - Pharmaceuticals.................................................................................................. 5
1.4 REVENUE MODELS .......................................................................................................................................... 5
1.5 CAPITAL REQUIREMENTS WILL BE: .................................................................................................................. 6
1.5.1 Investment Opportunities ...................................................................................................................... 6
2 INTRODUCTION ............................................................................................................................................. 7
3 THE BUSINESS ................................................................................................................................................ 9
4 THE STRATEGIC OPPORTUNITY.............................................................................................................. 9
5 THE MARKET POTENTIAL/MARKET SIZE/MARKET GROWTH RATES ....................................... 9
6 THE MARKET DRIVERS/KEY TRENDS .................................................................................................. 10
7 THE OPPORTUNITY .................................................................................................................................... 10
8 THE SOLUTION............................................................................................................................................. 11
9 THE PRODUCTS/OFFERINGS ................................................................................................................... 11
10 THE VALUE PROPOSITION — HEALTHCARE PROFESSIONAL..................................................... 12
10.1 EASE OF USE............................................................................................................................................. 12
10.2 COST SAVINGS.......................................................................................................................................... 12
11 THE VALUE PROPOSITION — CONSUMERS ....................................................................................... 13
11.1 PREMIUM AND PROPRIETARY CONTENT ................................................................................................... 13
11.1.1 Online Healthcare Communities ......................................................................................................... 13
11.1.2 Convenience and Reliability................................................................................................................ 13
12 THE STRATEGIC GRIPPER: “THAT’S FANTASTIC” .......................................................................... 13
13 ADVERTISING AND PUBLIC RELATIONS............................................................................................. 14
14 THE BUSINESS MODEL .............................................................................................................................. 14
15 SALES AND MARKETING .......................................................................................................................... 14
Confidential & Proprietary Property of Richard Lynes
Draft Only – June 11, 1999

29. USHealthNet
16 IMMEDIATE GOALS.................................................................................................................................... 15
17 COMPETITION.............................................................................................................................................. 15
18 OUR DIFFERENTIATORS........................................................................................................................... 15
19 USE OF FUNDS .............................................................................................................................................. 16
20 EXIT STRATEGY .......................................................................................................................................... 16
21 FINANCIAL ANALYSIS/PRO-FORMA ESTIMATES ............................................................................. 16
22 MANAGEMENT TEAM ................................................................................................................................ 17
23 DEVELOPMENT TEAM............................................................................................................................... 18
24 ADVISORY BOARD ...................................................................................................................................... 18
25 CONCLUSION ................................................................................................................................................ 22
Confidential & Proprietary Property of Richard Lynes
Draft Only – June 11, 1999

30. USHealthNet
USHealthNet’s ‘Business Plan’
1 Executive Summary
USHealthNet will provide a branded, integrated, internet Application Service Platform (iASP)
for the administrative, communications and information needs of healthcare professionals and for
the healthcare information needs of consumers. USHealthNet’s Web destination will consist of
two distinctly different linked Web sites--a subscription-based site for healthcare professionals
and a free Health, Wellness and self-service portal site for consumers. USHealthNet is a single
point of access to EDI services, enhanced communications services, branded healthcare content,
and other Web-based offerings. For healthcare professionals, USHealthNet is designed to
simplify healthcare practices by integrating multiple administrative, communications and
research functions into a single, easy to use Web-based solution.
USHealthNet will deliver rich content and application services through its vertical healthcare
portal. This portal will be segmented by healthcare professionals, culled by specialty, and targets
a consumer strategy leveraging physician patients. The consumer portal is based on an AOL
model building on the community theme. Through a strategic partnership with BroadVision
USHealthNet will offer a personalization engine allowing true 1-2-1 relationship management
and InfoMediary services. USHealthNet plans to aggregate the largest number of physicians and
their patients through an aggressive Merger and Acquisition (M & A) strategy.
In an effort to facilitate a plug-&-play e-commerce platform for third party products and services
USHealthNet will develop joint ventures and affiliate partnership alliances. This strategy will
include various healthcare centric disciplines: content sourcing and publishing, Practice
Management Systems, Clinical Information Systems, Backend EDI services, and Integrated
Delivery Networks. The trend to consolidate these operational silos will take a focused and
phased implementation plan. The basis for these M & A transactions is to reach critical mass in
Internet time, which will drive demand creation for both the B2B and B2C segments. Fueling
the inertia created by USHealthNet’s channel strategy will be the Company’s vision for
deploying its iASP.
The value proposition for both the healthcare professional and consumer will be in the
Company’s ability to lower physician operating costs, increase revenues and provide quality care
through measurable clinical outcome analysis. USHealthNet’s portal will become a trusted brand
and premiere destination for brokering healthcare information, products and services that
differentiates and provides a sustainable competitive advantage ensuring future annuity business.
Confidential & Proprietary Property of Richard Lynes
Draft Only – Page 1 - June 11, 1999

31. USHealthNet
1.1 Market Overview
According to the Health Insurance Association of America, healthcare is the largest single sector
of the U.S. economy, consuming approximately $1 trillion annually, or 14% of the country's
gross domestic product. The healthcare industry consists of a complex mix of participants, which
includes:
• "Providers" -- physicians, medical practice groups, hospitals and other organizations that
deliver medical care;
• "Payers" -- the government agencies, insurance companies, managed care organizations and
other enterprises that pay the bills for healthcare, this includes employers;
• "Suppliers" -- clinical laboratories, pharmaceutical companies, and other groups that provide
tests, drugs, x-rays and other services; and
• "Consumers" -- individual patients who receive medical care, and the government agencies,
employers and other organizations that represent groups of individuals.
All healthcare participants rely heavily upon information to perform their roles in the industry.
Individuals compare medical plans, choose physicians and submit claims for reimbursement.
Employers select health plans, determine benefit levels, enroll employees and maintain employee
eligibility data. Providers verify patient eligibility, collect patient histories, order diagnostic tests
and x-rays, receive and interpret test results, render diagnoses, make referrals and submit claims
to payers. Payers manage referrals, establish medical care protocols and reimbursement policies
and process claims. Suppliers analyze and process patient samples or tests, provide results, fill
prescriptions and submit claims for reimbursement. These and many other healthcare
transactions are also highly dependent on information, and each participant is dependent on the
others for parts of that information. In sum, the finance and delivery of healthcare requires that
consistent, accurate information be shared confidentially across a large and fragmented industry.
• The U.S. Healthcare expenditure is $1.2 trillion and growing.
• Physicians control 85% of the national expenditures for healthcare.
• The administrative costs for providing healthcare have been estimated at between $198
billion and $250 billion per year.
• The physician market size is over 800,000 today.
• Those physicians provide care to an average of 1647 patients per year; each with an annual
per capita expenditure of $3633, representing an aggregate annual billing of $236 Billion for
735 million office visits per year.
Factors contributing to these exorbitant expenses are:
• Inappropriate diagnosis and prescription drug use, resulting in a significant number of
hospitalizations -- between 5 and 25 percent. The costs of treatment for inappropriate drug
therapy are staggering - estimated at $100 billion each year, National Pharmaceutical Council.
• The healthcare industry has become an information-intensive profession plagued by
substandard methods of data collection, storage, and retrieval.
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32. USHealthNet
• With over two thousand information technology vendors competing for their share of the
healthcare industry, incompatible operational and technology silos are making it difficult to
exchange vital information and critical life-saving knowledge. This need strains the resources
of the healthcare community since information must be gathered from disparate sources.
• A large part of healthcare waste is related to red tape, paperwork and decentralized data
sources.
1.2 The Problem
In providing care to those patients the physicians face similar basic challenges:
• Management of patient data during the course of their relationship
• Lack of access to patient data prior to their relationship
• Lack of access to patient date throughout the extended healthcare enterprise
• Inconsistent processes and deteriorating relationships across providers
• No communication and leverage of data beyond the practice walls
• Need to keep abreast of health findings and new treatments
• Need to contain costs and expand revenue opportunities
Several of the core applications needed by those physicians to manage their practices needs are
currently not WEB enabled and less than 6% of office based physicians use any combination of
the following Point-of-Care (POC) tools:
• Electronic Medical Records
• New prescription orders and refills processing
• Lab Order Entry and Results
• Diagnostic Decision Support
• Procurement applications
Those core applications have not penetrated the undeserved portion of this market for the
following reasons:
• They are primarily client server applications that are both expensive to implement (software
licensing, hardware, training), but are also a large distraction to the practice operation from a
management perspective – Back Office versa Front Office.
• Managed Care has driven the cost to new levels, leaving caregivers to question the quality of
care and their ability to earn a living and compete in the growing PPO space.
• Those practices that do invest in these applications generally only leverage a small precent of
their value due largely to the fact that back-office billing systems are complex data entry
systems and do not extend themselves to support front-office Point-of-Care services.
• Since the applications are local to each practice, they do not receive the benefits of
consolidated patient or treatment and outcome data across practices.
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33. USHealthNet
Studies show that 94% of this market is considered "under served" by the current applications on
the market and unable to address the Point-of-Care information needs. The Total-Cost-of-
Ownership1 on a per seat basis would be $150,000 dollars over five years. With more than
325,000 physicians working in physician group practices, it is easy to see why turnkey systems
integration services market segment will double in revenue by the end of the decade, from its
$10 billion mark today, according to leading analyst Mike Knepper of Volpe, Welty & Co.
The domestic market for digital clinical information networks has been estimated at $350 billion
dollars, international (including U.S.) at $1.2 - 1.3 trillion dollars yearly (the estimate based on
data from the World Health Organization, the U.S. Census Bureau).
1.3 The Solution
USHealthNet’s iASP offering consists of an N-tiered application service strategy, which
connects physicians and patients to USHealthNet’s portal through a single access point using a
Web browser based Thin-Client interface. These services integrate critical Point-of-Care
Knowledge Tools allowing secure global access over the Internet. These POC tools will be
offered for free to consumers and through the Company’s premium subscription services for
healthcare professionals. Further access is offered to branded affiliate products and services,
maximizing site stickiness while ensuring a consistent user experience.
USHealthNet’s Java Enterprise Beans and Corba application component framework supporting
the iASP subscription service offering will consist of nine integrated applications:
1. LifeTime (Longitudinal Electronic Medical Records)
2. DiagAssist (Diagnostic Decision Support System)
3. ScriptPad (Prescription and Drug Interaction Services)
4. LabDirect (Lab Order and Results)
5. Enterprise Workflow Engine and XFDL/XML based Forms Engine
6. Enterprise Resource Planning (ERP)
7. Enterprise Master Patient Index (EMPI)
8. Clinical Data Repository and OLAP
9. Java XML Search Engine, integrating (UMLS) Tools and semantic networks
The USHealthNet vision is to provide increased functionality to a broader cross-section of the
physician's market by breaking down the current barriers and providing the following benefits to
the physician practice:
1.3.1 Value Propositions – Physicians
• Significantly lower cost of entry (Multi-tiered subscription models)
• More intuitive functionality (Web based Thin-Client)
• Less intrusive infrastructure (Outsourced to ASPs)
1
Review http://www.fujitsu-computers.com/coo/main.html and http://www.info-edge.com/55090301.htm
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34. USHealthNet
• Remotely managed through national network operations centers
• Clinical data management and analysis (InfoMediary service)
• Leverage of database beyond the practice and across the continuum of care
Additional benefits to the consumer market will be:
1.3.2 Value Propositions – Consumers
USHealthNet provides healthcare consumers with a single point of access to premium and
proprietary health and wellness content. Consumers can use the information that is provided
through USHealthNet without charge to educate themselves on healthcare-related matters,
allowing them to make better informed healthcare decisions. In addition, USHealthNet can
deliver personalized content and e-mail updates based on a consumer's profile and can search and
retrieve member-specific healthcare information from the Web. InfoMediary service affiliates
will be marketing products against high-level patient/consumer profiles, which do not
compromise personal data, only segment level profiling data is available and this is secured in a
BroadVision database behind USHealthNet’s data center fire-walls.2
Benefits to the pharmaceutical market will be:
1.3.3 Value Propositions - Pharmaceuticals
• Access to clinical data repository
• Reduced new drug time-to-market expense
• Access to patient base for clinical trails3
• Direct link to Physicians Desktop for promotions
• Access to consumers of healthcare products
1.4 Revenue Models
The Company’s delivery strategy for this vision is to raise the management of these applications
up into the network, delivering subscription access to these applications to individual practices.
The applications will be Internet based, providing the scale, security and ease of use that has
been the hall-mark and success of the WEB today.
Key sources of revenue from this business will be:
• Subscript to Vertical Healthcare Portal (Segmented based on specialty)
• Subscript service for Internet Application Service Platform (iASP – Point-of-Care tools)
• InfoMediary services allowing affiliate partners to participate in the Company’s e-Commerce
• Sponsorships, bounty and bundles (Up-sell and Cross-sell opportunities)
2
All personal healthcare information is highly confidential and USHealthNet understands its commitments to
patient privacy and will not under any circumstances compromise a patient’s personal healthcare data
3
Ibid.
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35. USHealthNet
• Transaction processing (EDI Claims, patient eligibility and e-commerce)
• Advertising (Using the PDA, the Company can us both a Push and a Pull model)
1.5 Capital requirements will be:
• $10 - 30 million for sales, marketing and PR, operations, partnership acquisitions, technology
licensing and development, and M & A opportunities.
• Outsourced portal development to Agency.com.
• Outsourced infrastructure deployment to NaviSite, a CMGi ISP, and USinternetworking
• Affiliates pre-paid or underwriting the first 100,000 physician subscriptions (General content
subscription levels, not premium, which offers iASP services)4
• To fuel the Company’s consumer e-Commerce and InfoMediary services strategies
USHealthNet’s market capitalization projections are $500 million with 10 % market penetration
are not unrealistic. Anticipated revenue growth will be:
1.5.1 Investment Opportunities
This is an early stage opportunity for investors:
• The research has been done and the business case proven
• Prototypes have been developed
• Business plan has been drafted
• Several key members of the management team have been identified, with an eager desire to
identify additional members
• Industry experts from both the medical and internet fields have committed to advisory roles
• Technology partners have been identified and initial negotiations have begun
• An initial venture partner has expressed a desire to participate if a second partner can be
secured
USHealthNet 's charter and strategic vision is to provide e-commerce capabilities and service
excellence for the healthcare industry by developing Internet transport and Web-based clinical
applications, management services, and a community healthcare information delivery network.
USHealthNet will be the premier provider of Point-of-Care knowledge tools and services for the
healthcare industry.
USHealthNet’s strategy reflects the future state, vision and direction for the healthcare industry.
This premise is based on the fact that all roads lead to the patient and physician, therefore all
investment decisions, including IT, capital and human resources need to be aligned strategically
across all points of patient and physician interaction.
4
The pre-paid or underwritten subscription services will be paid for in part from our shared revenue and joint
marketing programs for affiliate, and alliance partnerships
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