1. By: Mike Nicholas

2. Table of Contents Market 4 Opportunity 5 Service 6 Revenue 7 Market Strategy 8 Management 9 Financials 10 Competition 11 Investment 12

3. Target Market: Denver Colorado Area Age 65+ 2015 population in Denver is expected to grow from 293,613 to 515,325 by 2030. (Co. Dept. of Local Affairs as of 03/31/2015) Counties Targeted: Adams, Arapahoe, Denver, & Jefferson Denver is No. 6 of Forbes’ annual ranking of the 20 fastest growing cities in the nation [2014]”.

4. The Opportunity Hospice utilization in the Denver area was 52% in 2013 which was below an estimated max 70% potential utilization. (Hospice Analytics) Industry data for Denver indicate an opportunity for a high-quality, efficient hospice to capture a profitable share of the market. Denver’s population is large, increasing, and expected to do so into the foreseeable future. Of course we all know that the huge “baby boomer” population is a part of that current and projected population. Increasing need in Denver requires additional hospice care providers. However, obtaining Medicare certification makes it difficult. Mother’s Touch management has that experience Denver

5. The Service Provide Care Wherever Patient Considers Home Hospice Considered the Model For Compassionate Quality Care Focus is on Comfort not Curing Hospice is “Supplemental” Care, but Available 24 x 7. Interdisciplinary Team Provides Care

6. Revenue Medicare has traditionally funded over 98% of our operations. As long as the Federal Government funds Medicare and hospice is a part of Medicare, Mother’s Touch revenue is “recession proof”. Medicare payments hit company bank accounts about two weeks after the related billing is entered. Revenue projections are based upon growing patient census of two patients per month on average. This assumes capturing less than 2% of the market (2013).

7. Market Strategy Website with Continuously Relevant Content Website to be an “Elder Care Portal” Hire/Consult Those With Deep Roots in the Referral Community Use of Latest Search Engine Optimization and Social Media Techniques Hire Only Most Skilled, Caring, and Experienced Staff With Strong Connections to Our Referral Sources Management Systems to Insure Quality Service Delivery Top Quality Collaterals Community Engagement

8. Management Start-up Mike and Patty Nicholas Mike Nicholas has a BS in Accounting from Missouri State University and is a licensed RN. Patty Nicholas has over 30 years of experience in the medical field. They started National Hospice, Inc. (d.b.a. Promises Kept hospice) in May 2007 which sold in April 2011 as an asset sale to Rivercross Hospice. They followed that with the start of Promises Kept, Inc. (also called Promises Kept hospice) in 2012. It was sold to Phoenix Home Health Care May 30, 2014.

9. Financials Year 1Year 2Year 33 Year TotalRatios Revenue $826,681$2,286,108$3,000,096$6,112,885100% Total Labor 368,150803,3801,004,7612,176,29133.6% Gross Margin 368,1501,482,7281,995,3353,936,59535.6% Operational 291,294717,231917,4161,925,93031.5% Fixed Expenses 35,000 105,0001.7% Total Expenses 694,4341,555,6111,957,1764,207,22168.8% Net Income$132,247$730,498$1,042,921$1,905,66531.2%

10. Competition There were 24 Denver hospices in 2013. The Denver Hospice had about 28% of admissions. Only 6 hospices had over 6% each, and half of the hospices had less than 2% each of admissions. Competition is fragmented. The Denver Hospice and Gentiva/Harden have large asset bases. However, these two are NOT highly profitable. The Denver Hospice had a net loss in 2013 - - - compensation expense was 68.9%. Some others have cash flow issues. Other hospices founded/operated by management of Mother’s Touch have historically spent a larger percentage of their revenue on laboratory fees and other indicators of patient care than were spent by 90% of the Denver Hospices (2013). I.E. Mother’s Touch will not sacrifice patient care for profits.

11. Thank You!