healthcare can fund the right care and still lose the outcome between touchpoints.
One Member's barrier is personal. Across a Medicaid population, the same invisible barriers interrupt care, coverage, and stability for the people organizations struggle hardest to reach. Plans remain accountable for the resulting continuity, quality, utilization, revenue, and cost performance.
customers already fund the pathways that should improve outcomes.
Plans, providers, states, and communities invest in care management, referrals, navigation, provider networks, covered benefits, and community programs. Their quality, revenue, utilization, cost, and Member continuity performance depends on whether Members can use what is available.
the barrier to action is individual, dynamic, and mostly invisible at the system level.
Senior buyers can see intended pathways and population performance, but they are rarely close enough to see the transportation issue, paperwork snag, changing cost, housing crisis, or depleted capacity shaping one Member's next step. Those barriers surface between touchpoints, where an otherwise sound plan can stall.
samaritan turns that hidden gap into verified Member action.
Trusted care and community teams help the Member co-create achievable next steps. samaritan helps address the barrier, applies financial support when cost is the barrier, sustains momentum through relational reinforcement, and verifies completion. The model works through relationships already in place, giving them more capacity and better evidence without recreating local trust market by market. Same Member. Same care plan. Better follow-through.
sophisticated support for a timeless problem
samaritan helps care management and community teams turn referrals, preventive care, covered benefits, and stability goals into achievable Member action. Each step identifies the current barrier, matches financial and relational support, sustains momentum, and verifies completion.
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member progress builds toward customer outcomes
member agency and action
Members choose to engage, make barriers visible, and co-create achievable next steps. Financial and relational support help them act, and completion is verified.
care connection and stability
Members attend primary care visits, complete referrals and documentation, and use benefits and community resources. Repeated follow-through sustains progress between touchpoints.
continuity, quality, and cost
That progress supports coverage continuity for eligible Members, care-gap closure, appropriate care, and cost stability. These are the outcomes that protect customer revenue and increase the return on required investments.
trusted by major healthcare organizations. used by Members at meaningful scale.
Enterprise adoption shows that recognized buyers will fund samaritan. Operating results show Members engaging and completing action. Customer analyses and independent evaluation examine what that progress means for care, quality, and cost.
Current and recent buying processes have engaged plan presidents, chief executive officers, chief financial officers, chief medical officers, chief operating officers, population-health leaders, and executive behavioral-health leaders.
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investors are backing better care delivery and Member engagement. samaritan scales through teams already trusted by Members.
Recent rounds for companies serving health plans and Medicaid populations show sustained demand for better care delivery and engagement. samaritan adds verified Member follow-through through existing care teams and community partners, without building a parallel field workforce.
community trust becomes a scale asset
samaritan builds on community trust developed over decades. That creates three advantages together.
community acceptance
Care teams and community partners gain a proven way to help Members follow through and meet their own care and performance commitments. samaritan strengthens their work and preserves the relationships they have earned, giving them a reason to welcome us.
lower-cost delivery
samaritan scales without building an expensive on-the-ground workforce in every market. Each additional customer in a geography can use the community relationships, partner knowledge, and operating infrastructure already in place.
more ways to grow
Care-delivery companies, including some in adjacent categories, are potential customers and partners. They can add samaritan's follow-through system to their own services and bring us into existing customer relationships, extending our reach to more Members.
enterprise relationships create recurring value and paths to expansion
faster activation increases the value of every contract
Implementation fees and payment milestones help customers fund a fair share of launch work while protecting samaritan's working capital.
recorded qualified-or-later opportunities
New customers, recurring conversion, and expansions are represented across both commercial pipelines as of October 4, 2026. Molina California and AlohaCare remain in negotiation and unsigned. Proposed capacity, program ceilings, and planning estimates are not contracted recurring revenue.
Growth must earn its economics. Each deployment needs a distinct customer problem, partners who can reach the intended Members, and evidence of value relative to the full cost of delivery. Lower utilization alone does not establish customer return.
learn from each Member journey. make the next intervention better.
Trusted relationships make barriers, support choices, and Member action visible today. The Series A will connect that experience with customer outcomes to build an intelligent intervention system: one that helps choose a better next step, tailor support to the person, and learn whether it worked.
The goal is more effective support between touchpoints, including helping Peers provide more personalized support, without requiring a matching increase in headcount. Data foundations, reusable workflows, and support requirements are being built now. The capabilities below describe the investment direction, not a fully deployed AI product.
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Each AI use case must earn the right to scale through governed data, accountable human judgment, and measured value. Care teams, Peers, and samaritan staff remain accountable for decisions within their roles.
the intelligence and intervention layer for Member follow-through
samaritan is building toward this role through three connected capabilities: learning which interventions work for whom; helping Members and trusted partners choose achievable, high-value actions; and supporting follow-through between touchpoints. The potential advantage comes from combining operating experience, permissioned action-level evidence, and tested workflows. Proven models and infrastructure can supply the underlying technology.
more members and markets
Recurring contracts create more opportunities to support action.
barrier, support, action, outcome
Every verified action expands the learning foundation.
test what improves return
Compare support choices, timing, and cost against measured Member and customer results.
earn renewal and expansion
Use demonstrated value to support larger deployments and outcome-linked agreements.
the capability is proven. the Series A turns it into scale.
The $5M Series A builds four connected capabilities that turn proven Member follow-through into a compounding enterprise growth and value engine: commercial capacity, faster activation and customer success, outcome optimization, and an evidence and value engine.
Provisional planning figures. The October 2 model still needs contract and model reconciliation, including AlohaCare's proposed program-wide fee ceiling. These are working scenarios, not an approved investor forecast.
where the $5M goes and what it builds
Across 2027 and 2028, Series A capital builds commercial capacity, speeds customer launches, improves Member outcomes, and strengthens the evidence behind customer value. Shared infrastructure, working capital, and reserve support the full two-year plan.
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Estimated allocation across the two-year plan. Spending will follow customer demand, deployment needs, and demonstrated results. Customer revenue also funds operations, and reserve can remain available beyond 2028.
economic translation
Helping more Members makes the economics work: Series A investments expand recurring revenue, increase the number of Members supported per operating dollar, and strengthen customer value.
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| Operating measure | 2026 actual + forecast | 2027 forecast | 2028 forecast |
|---|---|---|---|
| Modeled year-end Member count | 1,794 | 5,504 | 11,894 |
| Forecast contracted annual recurring revenue | $4.05M | $12.22M | $20.74M |
| Annual recurring revenue | $2.73M | $7.57M | $18.36M |
| Recognized revenue | $2.19M | $4.67M | $13.78M |
| Gross margin | 40% | 44% | 57% |
| EBITDA | ($1.50M) | ($2.64M) | $0.44M |
| Ending cash | $0.75M | $2.17M | $1.68M |
Provisional planning case, pending contract and model reconciliation. Source: October 2, 2026 financial model, funded Series A case. Financial actuals run through August; later periods are forecasts. The plan assumes a $5M January 2027 raise, one-month collections, new wins, and successful Member ramps. Its AlohaCare revenue assumptions still need to reflect the proposed program-wide fee ceiling. Forecast CARR is not already signed revenue. Positive EBITDA does not mean positive cash generation.
by series B, samaritan has durable follow-through infrastructure ready for its next stage of scale
The Series A expands a proven Medicaid wedge into a larger recurring business with repeatable enterprise growth, faster activation, stronger customer value evidence, and credible paths into adjacent populations and public funding streams.
new populations and sponsors expand the addressable market
Housing-insecure Medicaid Members are samaritan's proven starting population. The company has evidence of value and enterprise payer access, with growth paths through payer families, market density, and larger deployments. The Series A is intended to make those paths repeatable. Scaling the core opportunity can support an attractive business on its own.
The Series A accelerates that core opportunity while building the evidence and operating capacity to validate adjacent populations for which distinct, durable public or healthcare funding streams already exist. That includes veterans, aging foster youth, survivors of human trafficking, people returning from incarceration, older adults, and people navigating behavioral-health or substance-use needs.
Multi-state payers, counties, states, risk-bearing providers, associations, health systems, and other public sponsors create additional routes to fund access.
repeatable enterprise growth
A recurring business that wins, launches, and expands customer deployments through a repeatable commercial and delivery process.
outcome-linked customer value
Evidence that supports stronger renewals, larger agreements, and shared-savings upside where measurement and contract terms support it.
more routes to scale
Strategic partners, payer-family expansion, and validated adjacent populations open access to more Members and durable funding streams.