01 — The First 90 Days
One program. One employer. One proof point.
The network doesn't need to be built before the first sale. The first sale IS the network being built. Find one program you trust. Find one employer with a known high-cost BH problem. Connect them through Curated. That's the pilot.
The Lantern move: Lantern's CEO signed his first deal by negotiating with a provider and an employer simultaneously. No network existed. He connected them. The proof point came from the transaction, not from the infrastructure. Curated does the same thing. Day one is a phone call, not a platform launch.
The 90-day sequence
Days 1-15
Identify the founding program
Call the operators you know. The SUD residential program, the eating disorder facility, the IOP you've seen produce real outcomes. You're not pitching them on volume. You're pitching them on differentiation: "I'll measure your outcomes independently and route members to you because you earned it." One program. Sign a provider agreement.
Days 10-30
Secure the founding employer
Use the warmest personal path to a self-funded employer. Not a broker introduction — a direct relationship. A former colleague, a contact from the provider era, a connection who runs benefits at a large employer. Offer a free or at-cost 90-day pilot in one clinical area. The ask is not "pay us." The ask is "let us prove this works with your population." One logo and one outcomes PDF is worth more than six months of broker outreach. The broker conversations come after, armed with data.
Days 20-45
Connect them
The employer has the problem. The program has the solution. You negotiate the bundled rate. You set up the PEPM. You hire the first navigator. The "network" is one program. The "platform" is a phone, a navigator, and an outcome measurement spreadsheet. The member doesn't know it's the first one. They just know a clinician answered the phone.
Days 45-90
Route. Measure. Document.
Route the first episodes. Administer instruments at intake. Check in during treatment. Coordinate discharge. Collect discharge instruments. Begin the 90-day follow-up clock. At day 90, you have: episodes routed, costs documented, clinical outcomes measured, and a report to put in front of the employer's VP of Benefits.
What you need before day one
- Business entity registered (LLC)
- E&O insurance bound
- Provider agreement template (from legal counsel)
- Employer agreement template (PEPM-only for pilot)
- BAA template
- One navigator identified and ready to start (can be contract initially)
- Outcome measurement instruments selected (PHQ-9, GAD-7, AUDIT-C)
- A broker who will make the introduction
02 — The Broker Channel
Brokers are the distribution.
Not direct sales.
Self-funded employers buy benefits through brokers and consultants. The broker is the trusted advisor. If the broker recommends Curated, the employer listens. If you cold-call the employer directly, you're one of 50 vendors in their inbox. The broker channel is not a nice-to-have. It's the go-to-market.
Why brokers care
- Renewal retention. The broker's business depends on keeping the employer happy at renewal. A solution that reduces BH spend and produces outcome data makes the broker look good.
- Differentiation. Every broker sells the same carriers. A curated BH network is something nobody else is offering. The broker who brings this to the table first wins the relationship.
- Stop-loss story. Brokers negotiate stop-loss renewals. Documented BH outcome data is a tool they can use at the renewal table. Curated gives them something they've never had.
- Commission alignment. Curated pays broker referral fees or commissions on PEPM revenue. The broker's incentive is aligned.
The broker conversation
The Opener
"You have employers who carve out surgery through Lantern, fertility through Progyny. Behavioral health is the last high-cost clinical category without a quality-gated channel. The spend is growing 10-15% a year. The carrier network doesn't measure which BH programs work. We do."
Then let them talk. The broker who has a frustrated employer will name them within 60 seconds.
The Ask
"Give me one employer with a known BH cost problem. I'll run a 90-day pilot at PEPM-only. No episode spread, no gain-share. Fixed monthly cost. At day 90, I'll show them documented outcomes on every episode we routed and a cost comparison against what their carrier would have charged. If it doesn't work, they walk away. If it does, we talk about year one."
Broker target profile
| Characteristic | Why It Matters |
|---|
| Mid-market focus (2K-15K lives) | Large enough for meaningful episode volume, small enough that one broker controls the relationship. Enterprise brokers (Mercer, WTW, Aon) are slower and harder to access. |
| Already sells carve-out solutions | They understand the COE model. No education needed on what a carve-out is or why ERISA allows it. |
| Self-funded employer book | Fully insured employers can't carve out. The broker must have self-funded clients. |
| Stop-loss savvy | Brokers who negotiate stop-loss renewals understand why outcome data is valuable. They'll see the second sale (premium reduction) immediately. |
| Regional or specialty consultants | Gallagher, Lockton, Marsh McLennan — but the local or regional office, not HQ. The decision-maker is the account manager, not the national director. |
Target 5-7 brokers in parallel. Single-broker dependency is a single point of failure. If your primary broker doesn't produce an introduction in 60 days, the backup brokers are already warm.
Broker economics
Curated pays the referring broker a referral fee or ongoing commission on PEPM revenue. Standard in the carve-out market. Structure options:
- Flat referral fee: One-time payment per employer signed ($5K-$15K depending on size)
- Ongoing revenue share: 8-12% of PEPM revenue for the life of the employer relationship (vs. the simpler first-year referral fee of 5-8% in the broker toolkit)
- Hybrid: Smaller upfront fee + smaller ongoing share
Match the structure to the broker's preference. Some want upfront cash. Some want recurring revenue. Ask them.
03 — The Employer Conversation
What the VP of Benefits needs to hear.
What the CFO needs to see.
Two buyers, one sale
The benefits VP cares about member outcomes, program quality, and network adequacy. The CFO cares about cost. Curated addresses both, but the conversation sequence matters.
| Audience | Lead With | Close With |
|---|
| VP of Benefits | "Your carrier network lists BH programs. It doesn't rank them. Nobody is comparing outcomes. We do." | Outcome measurement framework. 90-day follow-up. Member experience. Navigator model. |
| CFO | "You're paying $50K per residential SUD episode through the carrier. We bundle that at $35K and measure whether it worked." | ROI at pilot scale. Stop-loss premium impact. The cost of a coffee per employee per month. |
Objections and responses
| Objection | Response |
|---|
| "We already have an EAP." | "Your EAP handles weekly therapy sessions. We handle the $50K residential stay. An employer can have both. They serve different populations at different acuity levels." |
| "Our carrier has a BH network." | "Your carrier lists providers. We vet them on measured outcomes and route your members to the ones that perform. Listing is not vetting." |
| "How many members does this actually affect?" | "For a 10K-life employer, approximately 40-60 high-acuity BH episodes per year. Each one costs $20K-$80K through the carrier network. Small volume, large spend." |
| "We don't have budget for this." | "$3 per employee per month. The savings on one residential SUD episode typically cover the annual PEPM in the first quarter." |
| "Can we start small?" | "That's the plan. One clinical area. 90 days. PEPM-only pricing. No complexity. Clear evaluation criteria. If the data doesn't justify expansion, you walk away." |
| "Will our carrier cooperate?" | "Under ERISA, you have the right to design your own plan benefits. Lantern, Progyny, and Carrum all operate as carve-outs alongside existing carriers. Your broker manages this conversation. It's standard." |
What to bring
- Executive briefing deck (curated_deck.html). The 11-slide version. Email it ahead of the meeting or present it live.
- Employer brief (curated_employer_brief.html). One-page leave-behind.
- Their data. If the broker can share the employer's BH claims summary (anonymized), bring a rough cost comparison. "You spent $X on BH episodes last year. Here's what that looks like through Curated."
04 — Network Development
Building the network from one program
to thirteen clinical areas.
Phase 1: The founding network (months 1-6)
You don't need 50 programs. You need 5-7 across 3-4 clinical areas in 2-3 states. Start with the areas where quality variance is highest and episode cost is largest.
| Priority | Clinical Area | Why First | Target Programs |
|---|
| 1 | SUD Residential | Highest cost, highest variance, most measurable. Core use case. | 2-3 programs in 2 states |
| 2 | Medically Supervised Detox | Natural feeder into SUD residential. Same provider relationships, same vetting criteria. | 1-2 programs |
| 3 | IOP (MH + SUD) | Higher volume, lower cost per episode. Fills the step-down need. | 2-3 programs in 2 states |
| 4 | Eating Disorder | Extreme quality variance, high emotional + financial stakes. Different provider universe — needs its own vetting. | 1-2 programs |
The provider pitch
What You Say
"I built and operated programs like yours for a decade. I know what your completion rates look like because I've been on your side of the table. I'm building a network that routes members specifically to programs that produce measured outcomes. Your competitors spend on marketing. I'm offering you a way to compete on evidence."
"In year one, I'm not asking for a rate discount. I'm asking you to let me measure your outcomes independently and refer members to you when the clinical picture fits. The volume comes with the employer clients. The differentiation starts now."
Phase 2: Expansion (months 6-18)
After the founding network proves the model with the first 1-3 employer clients:
- Add MAT, detox, crisis stabilization, and psych med management
- Expand geographic coverage to 5-7 states based on employer workforce distribution
- Begin rate negotiations with high-performing programs (volume-based discounts)
- Target: 15-20 programs across 8-10 clinical areas
Phase 3: National coverage (months 18+)
Employer demand drives geographic expansion. If client #4 has employees in 20 states and you cover 7, you need to expand. Prioritize states by employer workforce concentration. Target: 40-60 programs across all 13 clinical areas in 15-20 states.
05 — Growth Phases
From proof of concept to growth engine.
- Sign 1-2 founding programs. Sign 1 employer through broker channel.
- Hire 2 navigators + 1 peer support specialist.
- Run first pilot. Route first episodes. Collect first outcomes.
- Produce first quarterly outcome report.
- Use pilot data to sign employer #2 and #3.
- Expand to 5-10 employer clients through broker network.
- Introduce episode spread pricing. First gain-share contracts by month 18.
- Expand network to 15-20 programs across 8-10 clinical areas.
- Hire provider relations lead, data analyst.
- Outcome dataset large enough to publish anonymized benchmarks.
- Present at employer benefits conferences (SHRM, IFEBP).
- Present at one regional benefits conference (SHRM, BenefitsPRO, or IFEBP chapter) using first pilot data. Budget: under $5K. One 10-minute presentation generates more qualified introductions than months of cold outreach.
- 10-20 employer clients. National or near-national coverage.
- Outcome dataset is the moat. Two years of measured programs, independently verified.
- Stop-loss carriers begin citing Curated data at renewal.
- First payer conversations. White-label or co-brand with a carrier for their ASO book.
- Hire medical director, sales team lead, compliance officer.
- Consider platform build (automated navigation intake, outcome tracking, employer dashboard).
- Introduce annual provider credentialing fees ($2-5K/year per program). Programs that maintain network status pay for ongoing quality verification. Creates supply-side revenue.
- Payer acquisition or strategic partnership. The outcome dataset, the provider network, and the employer relationships are the assets.
- Or: remain independent and compound. The dataset moat grows every quarter. Each employer client who tries to leave loses access to their own outcome history.
- The exit is driven by the data, not the technology. A payer can build navigation. They can't replicate two years of independently measured BH program outcomes.
06 — Milestones That Matter
The checkpoints between here and there.
Not every milestone is revenue. Some are proof points. Some are credibility events. Each one makes the next conversation easier.
Milestone 1
First provider agreement signed
The network exists. Even if it's one program. You can now tell a broker "we have a vetted program ready to accept members."
Milestone 2
First employer pilot signed
Revenue starts. The model is live. A real member will call a real navigator.
Milestone 3
First episode routed and measured
Intake instruments administered. Member matched. Episode completed. Discharge instruments collected. The lifecycle works.
Milestone 4
First 90-day follow-up completed
The hardest operational step works. The outcome dataset has its first real data point. The measurement cadence is validated.
Milestone 5
First quarterly outcome report delivered
The employer has something they've never held before: documented BH outcome data. This report converts the pilot to a full contract.
Milestone 6
First stop-loss renewal with Curated data
The outcome report is presented to the stop-loss carrier. The underwriter sees measured BH data for the first time. If the premium adjusts, the second sale is proven.
Milestone 7
Employer #2 signs based on employer #1's data
The proof point sells the next client. Pilot data from the first employer becomes the case study for the second. The flywheel turns.
Milestone 8
First program removed from network on data
A program falls below outcome thresholds. You remove them. The network is self-improving. This is the quality gate in action, not just in theory.
07 — What Can Kill This
The risks that live between the plan and the execution.
The canon stress-tests the thesis. This section stress-tests the execution.
| Risk | Probability | Mitigation |
|---|
| Can't sign the first program | Low | Joe's operational relationships. The first 3-5 programs come from people he's worked with. If zero operators will participate, the thesis is wrong about provider willingness. That's a kill signal, not a speed bump. |
| Can't sign the first employer | Medium | Dependent on broker relationships. Target 5-7 brokers from day one. If no introduction materializes within 60 days, the backup brokers are already warm. The risk is speed, not viability. |
| Episode volume too low | Medium | If the first employer generates fewer than 20 episodes in year one, the PEPM math is hard to justify. Mitigation: include IOP and psych med management (higher volume) in the pilot scope. Expand the definition of "episode" to include more frequent care types. |
| Navigator hiring | Low-Medium | Licensed mental health professionals are in demand. Competitive compensation ($75K-$85K base + benefits). Remote work. Clinical autonomy. The role is attractive to clinicians burned out on agency or hospital work. Start recruiting before the first employer signs. |
| 90-day follow-up fails | Medium | If follow-up completion falls below 50%, the outcome dataset is too thin to be credible. Peer support integration is the mitigation. If that doesn't work, consider incentives for member participation (gift cards, wellness credits). Test and iterate. |
| Runway exhaustion | Real | 6-12 months to first revenue. Pre-revenue costs: founder salary, navigator salary, legal, insurance, infrastructure. Estimate $200-350K in pre-revenue burn. Plan accordingly. Don't hire the second navigator until the first employer signs. |
| Lyra or Spring enters the space | Medium (18-month window) | Speed to market. The first 12 months of outcome data is what a competitor can't replicate. Every day of data collection is a day of moat-building. Move fast, measure everything, publish early. |
08 — The Next 10 Actions
In order. Starting now.
- Purchase curatedhealth.care domain. GoDaddy. Point DNS to Netlify. Set up connect@ and joe@ email.
- Deploy site to Netlify. Wire the contact form. Add Plausible analytics. SSL automatic.
- Call Jeff Hogan. He knows the Cadence work. Bridge to Curated. Ask for one employer introduction.
- Call 3-5 program operators you know. SUD residential and eating disorder first. Pitch the founding network concept. Sign one provider agreement.
- Engage healthcare attorney. Provider agreement template, employer agreement template, BAA. Budget: $5-10K.
- Bind E&O insurance. Professional liability for navigation services. Budget: $3-5K/year.
- Identify first navigator candidate. LCSW or LPC with BH/SUD experience. Start as contract (1099) until first employer signs, then convert to W-2.
- Build outcome measurement infrastructure. At pilot scale, this is a structured spreadsheet or simple database. Not a platform. Track: member ID, clinical area, program, intake scores, discharge scores, 90-day scores, completion, readmission.
- Draft the employer pitch. Customize the executive briefing for the specific employer Jeff Hogan introduces. Use their BH claims data if available.
- Set the 90-day clock. From the day the first employer signs, 90 days to the first outcome report. Everything between now and that report is execution.
The only metric that matters right now: A signed employer generating PEPM revenue with at least one episode routed through a measured program. Everything else is preparation. Don't build infrastructure for 20 clients. Build for one. Then let the proof point build the next.