What has to happen next, roughly in order.
What has to happen next, roughly in order.
Get a healthcare regulatory attorney to rule on the membership/insurance-classification question before anything else moves forward.
Rebuild the unit-economics model against one real candidate facility and its actual local payer mix, wages, and occupancy — not national averages.
Decide explicitly whether the flagship operates an ER, and price the EMTALA/uncompensated-care exposure into the plan either way.
Identify and evaluate a specific first target facility, prioritizing CON-free states and airport-adjacent, distressed rural hospitals.
Materials for three audiences: physicians (equity/practice model), employers (direct-contracting pitch), and potential philanthropic donors.
Launch the public "red team" phase — publish the concept and actively invite criticism before capital is committed.
Explore sponsoring a business-school project to pressure-test the plan and widen the pool of contributors.
Design a concrete outreach/incentive program for recruiting local physicians into DPC practice, so DHC launches alongside a growing independent DPC base rather than waiting for one to emerge on its own.
Start speaking to possible benefactors or mission-aligned innovators — figures like Mark Cuban, Elon Musk, or Jeff Bezos have both the capital and a track record of backing unconventional, systems-level bets — to gauge philanthropic or founding-partner interest early.