NurseMind Market and Product Overview Summer 2012

1. NurseMindMarket and Product OverviewSummer 2012

2. What is NurseMind? NurseMind (NM) is an iPhone/iPod Touch application supporting hospital nurses' time management and delivery of essential care. A unique graphical interface enables nurse users to see at a glance what tasks need to be done and indicate which are accomplished. Each task is represented by an icon. If a task's deadline passes, it turns red (audible notification optional). The list of tasks is predefined for each shift (morning, evening, night) for each nursing unit (medical-surgical, emergency, peri-op, labor and delivery, etc.)

3. How NurseMind Benefits Improved outcomes for patients Fewer steps and details forgotten Fewer medical errors More timely task execution More effective prioritization Reduced stress for nurses Context for resuming after frequent interruptions Confidence-building Support for memory burden Focus less on remembering and more on nursing Benefits for hospitals Better data for management Reduced staffing expense 1. Product features are described in a companion Powerpoint deck, NurseMind� Product Description -- A time management tool for hardworking nurses1. Product features are described in a companion Powerpoint deck, NurseMind� Product Description -- A time management tool for hardworking nurses

4. 1. Nursing work stress is reduced by support for the heavy cognitive loads demanded by this work. 2. Fewer nursing errors improves patient safety, enabling better outcomes for patients. 3. Less overtime worked by nurses reduces hospital payroll costs. 4. Nursing resource bottlenecks can be anticipated and planned for in advance. Charge nurses can support nursing work delegation more effectively when it can be predicted and handed-off. 5. Aggregated and individual shift data provides a wealth of new information for planning and research.1. Nursing work stress is reduced by support for the heavy cognitive loads demanded by this work. 2. Fewer nursing errors improves patient safety, enabling better outcomes for patients. 3. Less overtime worked by nurses reduces hospital payroll costs. 4. Nursing resource bottlenecks can be anticipated and planned for in advance. Charge nurses can support nursing work delegation more effectively when it can be predicted and handed-off. 5. Aggregated and individual shift data provides a wealth of new information for planning and research.

5. Target Customers Tier 1: Individual Nurses buy it for themselves1 Tier 2: Institutions (hospital nursing managers, nursing school faculty, etc.) Buy a package: software, training and support2 Both tiers subscribe, to get: Shared �shift definitions� (fine-tuned to-do lists) Social networking Shift and protocol definitions are shared hospital-wide Early adopters champion unit best practice nurse heroes3 Work diaries (on-line database, individual and aggregate) 1. The appeal is to both new and student nurses who need crib sheets while they�re coming up to speed, and to seasoned nurses who need stress reduction by off-loading the memory burden of task tracking. 2. Institutional sales (Tier 2) have more components than sales to individuals (Tier 1, just the app and the subscription). The institutions need to guarantee the success of their users, the long-term success of the technology (esp. when supported by in-house IT departments). Thus, they buy complete packages with formal roll-outs including training for their users, 800-number telephone support from vendors (us), and in some cases the server software to run in their own computer centers instead of in ours. 3. The early adopters � nurses who are technology leaders in their hospital units � tune the shift definitions for their units� specific workflows, evangelize it to co-workers, and share their work through our web site. This is the social networking feature. Others on the unit who use the shared shift definitions recognize the accomplishments of their early adopter peers. Recognition also comes from hospital management who elevates the use of this tool to a best practice.1. The appeal is to both new and student nurses who need crib sheets while they�re coming up to speed, and to seasoned nurses who need stress reduction by off-loading the memory burden of task tracking. 2. Institutional sales (Tier 2) have more components than sales to individuals (Tier 1, just the app and the subscription). The institutions need to guarantee the success of their users, the long-term success of the technology (esp. when supported by in-house IT departments). Thus, they buy complete packages with formal roll-outs including training for their users, 800-number telephone support from vendors (us), and in some cases the server software to run in their own computer centers instead of in ours. 3. The early adopters � nurses who are technology leaders in their hospital units � tune the shift definitions for their units� specific workflows, evangelize it to co-workers, and share their work through our web site. This is the social networking feature. Others on the unit who use the shared shift definitions recognize the accomplishments of their early adopter peers. Recognition also comes from hospital management who elevates the use of this tool to a best practice.

6. Market Size Tier 1 3.2 million working RNs Future markets: Licensed Vocational Nurses Licensed Practical Nurses Physical Therapists Occupational Therapists Respiratory Therapists Wound Care Specialists Tier 2 5800 hospitals with inpatient units Extended-care facilities 1550 RN nursing schools 3000 LPN/LVN nursing schools

7. Why Customers Will Buy Nurses get their work done faster, more safely, more completely, and with less stress Powerfully motivated to adopt this tool. Hospitals seek to prevent/reduce �missed care� Reimbursements are impacted1 Nosocomial illnesses (e.g. pressure ulcers) are not reimbursed Ambulation, turning, discharge planning, hygiene� (9 in all)2 Nursing schools use the app during clinical training of nursing students (RN & LPN) Nursing culture of mutual assistance One nurse solves a problem, shares the solution with another. Example: paper �brains� nurses have traditionally used.3 Enlightened managers recognize these efforts. Hospitals elevate them to best practices. Shared shift definitions via the web portal Social networking component drives rapid acceptance. Medicare reimbursements are higher for hospitals that meet certain quality measures. Beatrice J. Kalisch et al, �Missed nursing care: a concept analysis�, J Adv Nsg, 6 Mar 2009. The nine commonly missed tasks of nursing care: ambulation, turning, delayed or missed feedings, patient teaching, discharge planning, emotional support, hygiene, intake and output documentation, surveillance. The nurse�s �brain� is the piece of paper she carries for jotting reminders. All nurses do this and they all call it their brain. It is discussed at length on www.nursemind.com. Medicare reimbursements are higher for hospitals that meet certain quality measures. Beatrice J. Kalisch et al, �Missed nursing care: a concept analysis�, J Adv Nsg, 6 Mar 2009. The nine commonly missed tasks of nursing care: ambulation, turning, delayed or missed feedings, patient teaching, discharge planning, emotional support, hygiene, intake and output documentation, surveillance. The nurse�s �brain� is the piece of paper she carries for jotting reminders. All nurses do this and they all call it their brain. It is discussed at length on www.nursemind.com.

8. Marketing Plan Channels Social networking: building and sharing shift definitions Clinical testing in high-profile hospitals YouTube videos show usage scenarios of successful nurses Share-your-brain online contest (build our mailing list/community) Trade show demos, booths, tutorials about time management Continuing education for nurses (nursing schools, professional tutorials) Nursing journal articles Web site, esp. nursing tips blog (manage your time, be a great nurse) Direct marketing to nursing facility leaders and nursing schools Direct marketing to nurses via address lists Marketing collateral: poster and brochures Online advertising: Google AdWords Placed articles: trade journals, NurseWeek Outreach through the nurses' unions Viral marketing through Facebook, Twitter

9. User Adoption Model A nurse buys NM and subscribes. She selects a shift definition, uses it, and fine-tunes it. She evangelizes it to co-workers and shares her shift definitions and protocols. Co-workers buy NM and subscribe. Hospital management or nursing school faculty elevates its use to a best practice. Co-workers use NM on their shifts. Hospital unit buys volume licenses, fine-tunes shift definitions, adds hospital protocols. All nurses on unit use it. Nursing school faculty and students use NM to augment clinical skill acquisition

10. Competition No existing nursing workflow software builds to-do lists that span all of a nurse�s patients and duties across an entire shift Portions exist, e.g. individual patient care plans 80 medical apps in iTunes store $0.99-$159.00 Most are for medical reference, test-taking prep None are for time management Only one nursing workflow app PatientTouch from PatientSafe Sold to hospitals not to nurses Announced 2/21/2011 (not mature) Most competition will come from electronic medical record vendors A natural extension They can generate tasks from patient data None do time management yet A market window is briefly open We can capture the market Will make us attractive for acquisition (exit strategy)

11. Management TeamNurses Building Solutions for Nurses Dan Keller, RN, MS 22 years tech entrepreneur. Medical informatics. Founder/CEO. Elaine Pettengill, RN, PhD Identifies, negotiates, and supports sales and institutional technology deployment in medical settings. 30+ years experience in nursing profession, (clinical, management, research, education). Director of Development. CFO/investor liaison Startup experience. Healthcare industry insight. TBH. CTO Software development project leadership experience. Contract management. TBH.

12. Guidance TeamBoard of Directors David Block -- business/technology advisor, software/product development leader Pat Olson, MD -- retired Navy flight surgeon, clinical content advisor Carl Resnikoff -- business/technology advisor, veteran of several successful technology startups

13. Operations Charles Crowley, PhD -- software developer, retired Univ. of NM professor of computer science, prolific author Joshua Ridless -- legal counsel, specialized in technology startup law and finance

14. Checklists in Medicine Precedent: aviation* In health care, Gawande is the man Our story (checklists for nurses) is his story (checklists for doctors) Funded, we can appeal to him � join our Board? Vastly enhance our credibility * In aviation, checklists have been the norm for decades. Indeed, no pilot would fly without using them. Medicine still suffers from the myth of �expert audacity� (quoted from Gawande) but that is changing. It is becoming clear that, like in car racing where it is less the driver than the pit crew that wins the race, healthcare is a team sport. Details and accurate execution � not individual heroism -- are what count.* In aviation, checklists have been the norm for decades. Indeed, no pilot would fly without using them. Medicine still suffers from the myth of �expert audacity� (quoted from Gawande) but that is changing. It is becoming clear that, like in car racing where it is less the driver than the pit crew that wins the race, healthcare is a team sport. Details and accurate execution � not individual heroism -- are what count.

15. Timeline August 2011 - February 2012 Beta software developed Site built Team assembled Videos produced Patents applied for March - June 2012 Beta testing Support team trained July � December 2012 Software release in Apple store Sales begin Share-your-brain contest 4 trade shows 8 site visits 2013: Ongoing sales and support

16. Contact Dan Keller, Founder/CEO dan@nursemind.com (415) 861-4500