Most "healthcare" is sick-care. We're building health.
The system is paid to wait for you to get sick and then sell you pills. We flip the model: we are paid — and we pay our patients — to keep them at their highest possible health.
The market is big enough — execution is the constraint
There are ~36,000 commercially-covered lives tied to Redlands employers. About 40% sit with Kaiser's closed network; the realistic prize is the other ~22,000 on open networks or self-funded plans — starting with the 12 self-funded employers in town who can direct-contract tomorrow. That's 15–20× the lives we cover today.
About Redlands Community Hospital — by the numbers
Everything here is built around RCH, the independent non-profit community hospital at the center of the city. The headline facts below are pulled from official public sources (CMS, California HCAI, IRS Form 990, the City ACFR) — every figure is verified and cited on the data page.
CCN 050272 · CA HCAI ID 106361308 · EIN 95-1643347. Sources: CMS Provider Data Catalog; CA HCAI Annual Utilization Report; IRS Form 990 (ProPublica); City of Redlands ACFR FY2024-25; RCH Community Benefit Plan FY2023.
Six pillars of a vertical health system
Each pillar is a strategy model in its own right. Together they form a continuum — coverage, care, wellness, data, people, and growth — that compounds.
1 · Primary Care Foundation
Build, employ, and align a primary-care group so we own the front door — and don't depend on a payer-owned competitor for capacity.
2 · Plan & Care at Home
Go at-risk for our own plan. RPM, Acute Hospital Care at Home, and 1% of revenue reinvested into community health.
3 · Whole-Person Wellness Center
Interdisciplinary wellness — from chiropractic and recovery to getting people off drugs. Every provider shares one plan per person.
4 · Technology, Data & the Connected Patient
AI in providers' hands, wearables synced to the EMR, and the most portal-enrolled, data-activated patients of any city.
5 · Workforce, Housing & the City
Incentivize our people to live where they work. Invest in real estate, good jobs, and the schools. Grow the city, grow the plan.
6 · Growth: Becoming a Health System
Compete with Kaiser, Loma Linda, Eisenhower, San Gorgonio & St. Bernardine. Win Kaiser contracts. Expand to the Pass.
Make the patient a stakeholder in their own health
When prevention is the business model, the patient becomes a partner — and we reward the behaviors and the data that prove health is improving.
Compete with everyone — and win on health, not volume
We're not trying to be the cheapest sick-care vendor. We're trying to be the system that makes a city measurably healthier — a claim none of the incumbents can make.
| Competitor | Their strength | Our wedge |
|---|---|---|
| Kaiser | Closed, integrated, ~40% of the local market | Open access + whole-person wellness + local ownership; target their fully-insured employer contracts as they renew |
| Loma Linda | Academic brand, longevity heritage | Turn "Blue Zone" lifestyle into an operating model patients live every day, not a research story |
| Optum / Beaver Medical (UHC) | Dominant local physician group, payer-owned | Aggregate the independent physicians; offer them autonomy + AI + better economics |
| Eisenhower, San Gorgonio, St. Bernardine | Geographic footholds in the region | Own Redlands completely first, then extend along I-10 into the Pass before they do |
North-star metrics
We measure health created, not visits billed.
A phased path — prove it in Redlands, then take the Pass
Win Redlands
Direct-contract self-funded employers; stand up the wellness center & RPM; lead on portals.
Build the network
Primary-care foundation + independent-physician alliance; narrow-network product; first at-risk lives.
Own the plan
Provider-sponsored plan (DMHC path); workforce housing; school & city partnerships compound enrollment.
Extend to the Pass
Calimesa, Yucaipa, Beaumont, Banning — re-run the model city by city as a regional health system.