# UrgentEMS

24/7 Urgent Medical Triage and Care

## Elevator pitch
UrgentEMS is focused on near real time medical triage for Emergent, Urgent, and Chronically ill patients on demand 24/7 over a common telemedicine hybrid network.  Our network will provide the triage over a telemedicine consult then facilitate access to the appropriate level of resources through EMS partners, NPs, PAs, MDs, clinical partners and hospitals partners as we build this common daily use telemedicine network.

- Canonical URL: https://wefunder.com/urgentems
- Entity ID: wefunder:company:32725
- Last updated: 2024-11-21T01:18:26Z
- Generated at: 2026-06-12T11:59:09Z

## Quick facts
- Emergency Medical Care
- Urgent Medical Care
- Routine Medical Care
- Rehabilitation Services

## Story
Every year almost 900,000 Americans die from preventable causes such as: lower respiratory disease, stroke, and injuries. Even worse is the number of survivors forced to live a quality of life that is less than they deserve. This creates a burden for patients, family members, and caregivers.After decades on the frontlines of a failed infrastructure, Paramedic, Matt Lottinger, decided he needed to do something about it. That’s why he spent 20 years developing and creating the Urgentems concept. Urgentems is an emerging healthcare platform designed to lower premature death rates by bridging the gap between telemedicine technology and existing emergency transport and urgent care infrastructures. Backed by front-line workers and physicians alike, Urgentems has the network infrastructure it needs to change healthcare as we know it. Here's what we aim to provide:Access to 24/7 to medical triage for members to focus on your needs.  As members ,we will match your profile to medical complaints and resources. When necessary, we will arrange telemedicine consultations with NP, PA, and MDs.When necessary, we will dispatch community care paramedics or an emergency ambulance for transport for hands on care.  We will facilitate clinical appointments and testing.In emergencies, we will provide rapid triage prior to the arrival of emergency ambulances.

## FAQ
1. **Adie, May I get a copy of the escrow agreement?**
   - Hello Allen, this link should showcase the agreement between us and the SEC. https://www.sec.gov/Archives/edgar/data/1674163/000114420418041214/tv499462_ex8.htm
2. **Hi, Several questions came to mind. 1). When do you expect to generate revenue? 2). And when do you expect to reach profitability? 3). How many EMS and health care providers are in your pipeline? 4). BTW, patients may not all have high speed internet access or the 5G network i...**
   - Helen You ask many great questions. Many of these questions have plagued this concept over the years. The initial Idea goes back over 25 years ago when I became a paramedic. In 2000-2005, I had a small startup in New Orleans, where I experimented with many forms of internet access, hardware, and concepts of operations. At that time, there were no practical means of making prehospital telehealth reality. We are very much an early-stage startup realizing that multiple parallel technologies are ...
3. **Matthew, appreciate your detailed response. Could you help me understand the user flow that you're envisioning? When someone with or without insurance needs medical help all of a sudden, they just dial 911, get help, then sort out payment later. When and where does the use of ...**
   - Helen, We envision using a membership model for most of our workflow. Because patients who are known before emergency access will benefit most. A cold call for emergency care is very difficult to triage and manage in the field because you have no knowledge of the patient's baseline, prior medical history, or current medications. It is possible to provide on-demand services, but these will be significantly limited due to unknown health factors . Our model proposes becoming a daily use medical ...
4. **Once you start generating revenue what are your revenue goals for the first 5 years?**
   - Leonardo, Sorry, it took me so long to get back. We have been very conservative in estimating the potential market. But let us make some basic assumptions. The first assumption is we are building a common telehealth daily use hybrid with multiple potential revenue streams that will provide a nationwide infrastructure for EMS and other Allied Health Professionals to tie into. This provides both economies of scale and technological acceptance. The second assumption is we can provide an essentia...
5. **Thanks for your reply. I'm still a little confused so I have a few more questions if you don't mind: -Are you an alternative to health insurance? -What does the monthly fee cover? -Is there a deductible or other fees for live exams, ambulances or onsite vaccinations? -How does...**
   - Leonardo, We have no issue with accepting insurance in the future. However, we believe many of the services we will provide will be cheaper than the out of pocket deductibles for many members. The monthly fee covers the cost of basic membership, which is access to the 24/7 triage center, with a per-access price. There are many combinations we can offer to members for monitoring hardware, dietary services, and lifestyle services. By being members, UrgentEMS will provide the inpatient exams, va...

## Team
- Matthew Lottinger (UrgentEMS, INC)
- Dr Susie Folse (Dr. Susie Folse MD --Medical Advisor)
- Mick Lazell (Director of Operations Australia)
- Carl Robinson (Dr Carl Robinson MD Chairman of the Board )
- Melissa Lottinger (Secretary)

## Recent posts
- Funded or not? (2020-12-08T16:20:29Z)
- Last update before the end of the Wefunder (2020-12-02T03:16:26Z)
- Meet our Medical Director (2020-11-30T23:34:53Z)
- Good Morning Down to our last two days for the UrgentEMS Wefunder. (2020-11-30T15:12:14Z)
- Something for Accredited Investors (2020-11-29T18:53:03Z)
- Glimpse of our operational concept (2020-11-27T00:48:05Z)
- Happy Thanksgiving help us closeout the Wefunder Strong (2020-11-26T02:08:58Z)
- Clinic Model (2020-11-21T21:19:41Z)
- The North Louisiana Market (2020-11-21T16:51:08Z)
- 11-20-2020 (2020-11-20T23:48:27Z)
- Calling it the night 11 17 2020 (2020-11-18T00:28:28Z)
- More Fall Out From Covid-19 Docs Quitting (2020-11-17T14:00:54Z)
- Nov 17, 2020 Heart to Heart (2020-11-17T13:52:08Z)
- Draft Air Force Grant PPT (2020-11-17T03:15:37Z)
- Update for followers (2020-11-16T18:20:55Z)

## Q&A
- Q: Once you start generating revenue what are your revenue goals for the first 5 years?
  - A: Leonardo, Sorry, it took me so long to get back. We have been very conservative in estimating the potential market. But let us make some basic assumptions. The first assumption is we are building a common telehealth daily use hybrid with multiple potential revenue streams that will provide a nationwide infrastructure for EMS and other Allied Health Professionals to tie into. This provides both economies of scale and technological acceptance. The second assumption is we can provide an essential family of four network membership for an as low as $15 dollars per month, with a network access fee for each interaction. This network access fee will be determined by the level of services consumed. Three, the network has no boundaries, meaning we can expand past the continental United States over time. Four as we phase in advanced services such as dietary, rehab, live style support, and other niche premium healthcare services, we will create a healthcare market place. So without giving away our whole vision to future competitors, let's run this basic conservative assumption by partnering with various EMS agencies or creating independent community care paramedic services with a population of 2,000,000 people in a geographical area. 1. We believe we can make a case for a 3-4% market penetration in short order to provide necessary in-home remote monitoring services, which on the high end would be 8,000 households at 15 dollars per month, yielding $1,440,000 annually. Note the basic 15 dollars monthly household membership is very much up for discussion. We know, for instance, that people are already paying $64.00 per monthly for Peleton memberships, a company that was formed with the help of Kickstarter, another crowdfunding platform. 2. Of those members, we believe we will be able to provide 24/7 on-demand triage services at $15 per call. If we can convert the 8,000 households to a 5 % monthly triage will yield 400 calls at $6,000 per month or $72,000 annually. 3. Home visits by community care paramedics and nurses who get their medical control over our network. 4. Lifestyle care. Ill this exercise here for now in the public forum, rather than create a blueprint for competition, we believe we can scale this company very well once we have proof of concept in place. Our goal for the Wefunder is to get the necessary capital in place to do our technology integration, hire staff to refine the business model, build out the protocols, obtain the required insurance and regulatory licenses. Answer your five-year question; there are 128,058,000 households in America using the above 4% market penetration; we believe we can produce $92,577,600 in revenue just from the basic home based monitoring model. There are more revenue streams that develop because we are using the same technological infrastructure to support each service offered.
  - A: Hi Leonardo, thanks so much for reaching out and asking us about this. I'm currently on a non-stop EMS shift, but as soon as I am done, I'm going to respond to your question!
- Q: Hi, Several questions came to mind. 1). When do you expect to generate revenue? 2). And when do you expect to reach profitability? 3). How many EMS and health care providers are in your pipeline? 4). BTW, patients may not all have high speed internet access or the 5G network in their areas might not be scalable yet. What is the backup plan for patients who don't have fast internet access? Thanks!
  - A: Helen You ask many great questions. Many of these questions have plagued this concept over the years. The initial Idea goes back over 25 years ago when I became a paramedic. In 2000-2005, I had a small startup in New Orleans, where I experimented with many forms of internet access, hardware, and concepts of operations. At that time, there were no practical means of making prehospital telehealth reality. We are very much an early-stage startup realizing that multiple parallel technologies are concurrently are being developed. Our company will focus on creating the necessary infrastructure, technology integration, and business processes required to implement our concept rapidly. Now, however, several things have occurred over the past few decades. These are chicken or egg issues. 1. The deployment of home-based broadband, even in the most rural areas, has occurred. We are not naive enough to believe we can or will serve everyone. As such, we have chosen to start with a concierge membership model to prove the concept. From there, we can grow into the insurance, Medicare, and Medicaid market. 2. Unlike in 2000, we are talking about ubiquitous access to broadband internet access with the emergence of satellite-based internet access system currently under development by companies such as SpaceX. These technologies, while more expensive than 5G broadband providers, they do provide a legitimately viable means of connectivity shortly for providing broadband access in remote locations. 3. I was driving through rural Arkansas, Missouri, and Illinois while headed to Chicago for a meeting with one of our technology partners. I was consistently finding 5G internet towers as we passed through cornfields. I believe it is essential to get out into the potential areas to be served and look at the locations we may serve. 4. Standard 4G cellular internet does allow for accept video conferencing and can send delayed data near real-time data streams. The technology partner I am working with has been working on signal boosting and redundancy options to improve connectivity. 5. Unlike in 2000, when there was no off the shelf commercial EKG, stethoscopes, point of care testing, and other technologies. We have a rapidly increasing number of monitoring vendors arriving at the market. This fact alone has eliminated a significant risk of failure. We are not and will not be a hardware manufacturing company were a technology integration company. Our value will be in the interpretation and monitoring of the data collected by protocol, then alerting physicians or mid-level providers as required. 6. In the United States, the potential EMS market is 6000 plus exiting agencies. More than that, we see emerging opportunities to for lack of better term to “UBERIZE” EMS, Allied Health Professionals, and other healthcare services over a common secure network infrastructure. 7. We know for a fact that we can demonstrate working necessary technologies capable of being deployed within six months for beta testing on ambulances and in the future in homes. These tests can rapidly lead to commercial deployment once demonstrated. The issues for us as a company, we have to be able to put viable working technology in front of EMS providers. Our company is raising the capital necessary to put the solution in front of providers. 8. COVID 19 has created a unique window for the acceptance of telehealth solutions. But the rush to video only solutions is creating a false narrative that total healthcare can be provided remotely. Healthcare is truly a hands-on physical touch, feel, and observational process. We believe by using paramedics and other allied health professionals, we can extend the physicians and mid-level providers into the field to provide MEANINGFUL healthcare assessment, including point of care testing. So Helen, in closing, we very much are a startup company focused on pushing the technology well beyond the current video skype, zoom, or other video application of “telehealth” towards effective use of daily healthcare solutions. To this point, we have bootstrapped out development on the salary of paramedics and some investors. We chose to go the Wefunder route to raise the necessary capital to advance our company into reality by including the most significant number of potential investors. It has been imperative for me to ensure this company creates the potential for medics and allied health professionals to create wealth for their families. Thank you for your questions, Matthew Lottinger NREMT-P, A.A.S President and Acting CEO
- Q: Thanks for your reply. I'm still a little confused so I have a few more questions if you don't mind: -Are you an alternative to health insurance? -What does the monthly fee cover? -Is there a deductible or other fees for live exams, ambulances or onsite vaccinations? -How does it work in cases where the patient needs to be admitted or have surgery?
  - A: Leonardo, We have no issue with accepting insurance in the future. However, we believe many of the services we will provide will be cheaper than the out of pocket deductibles for many members. The monthly fee covers the cost of basic membership, which is access to the 24/7 triage center, with a per-access price. There are many combinations we can offer to members for monitoring hardware, dietary services, and lifestyle services. By being members, UrgentEMS will provide the inpatient exams, vaccinations, and ambulance services at a fixed, known price through the participating providers. Modeling many of our services on existing ambulance memberships offered nationwide discounts for medically necessary services for non-Medicaid patients can be provided. In future phases of the company’s development, we want to create a medical scheduling interface for our members where they can bid out elective surgical and diagnostic services. In the cases of emergent surgical services or admissions by knowing the patient’s insurance and other demographics, UrgentEMS can facilitate transfers or direct transport to facilities that are within the patient’s insurance network. In cases where the patient requires advanced services such as stroke clot retrieval working with insurers and tertiary care facilities, it is possible to improve both quality and timely care over hundreds of miles. For now, we have to get operational to prove our system as a concierge model first. The ability to provide fixed price services for out pocket services will be more cost-effective than their insurance deductibles for many patient with high deductible plans. Many of the services we will provide no insurers provide or limit access. For instance, once the benefits for post-stroke rehab are gone, we believe we can provide cost-effective access to telehealth enabled rehab programs. For insured patients who do not qualify for nursing home care, we believe our monitoring concepts can facilitate staying patients staying in their homes rather than being forced to pay down their assets, impoverishing them to the point they qualify for Medicaid. In the end, Leonardo, this brings us back to the chicken or the egg issue. We must implement a working model to attract insurer participation. We are creating a business model that favors the patient’s economic security, while ensuring providers are paid.
- Q: Matthew, appreciate your detailed response. Could you help me understand the user flow that you're envisioning? When someone with or without insurance needs medical help all of a sudden, they just dial 911, get help, then sort out payment later. When and where does the use of telemedicine come in when it's a medical emergency? Thanks.
  - A: Helen, We envision using a membership model for most of our workflow. Because patients who are known before emergency access will benefit most. A cold call for emergency care is very difficult to triage and manage in the field because you have no knowledge of the patient's baseline, prior medical history, or current medications. It is possible to provide on-demand services, but these will be significantly limited due to unknown health factors . Our model proposes becoming a daily use medical management system capable of monitoring health, fitness, and chronic disease. In a daily use model, we move to both preventative care and maintenance of the chronically ill, who are very frequent consumers of Emergency Medical Services in preventable severe distress. In cases of a cold 911 call, EMS providers can use the technology we provide to provide better triage of strokes and cardiac patients. In those cases, the patient will be billed as a normal EMS run currently are. In cased of a member call for Emergency Medical Services will have their membership information, which will allow the EMS providers to provide a point of care services with confidence. In the case of a member, the use of telemedicine comes into use immediately with system activation. For instance, our goal is to provide immediate triage for strokes, especially in rural areas where it might take 15 to 20 min for the arrival of a transport unit. This delay significantly consumes the time available for definitive care. By leveraging telemedicine in strokes, we will be able to direct patients to level stroke centers more efficiently. We have some other creative plans for facilitating payments for services currently in works. I hope to make some announcements in the updates. But for now, we are going to focus on a membership-driven model with an affordable network fee and per access fees. Once we have proven the technology, we will aggressively recruit insurers to the network.  I am available to call discuss more minute business details in less public forum if necessary.  Just send me an email.  Matthew Lottinger EMT-P, A.A.S. matthew@urgentems.com​
- Q: Adie, May I get a copy of the escrow agreement?
  - A: Hello Allen, this link should showcase the agreement between us and the SEC. https://www.sec.gov/Archives/edgar/data/1674163/000114420418041214/tv499462_ex8.htm