Welcome
Here you will find Due Diligence information.
ENVIRONMENTAL PROTECTION
TECHNOLOGY
AUGMENTED REALITY
PATIENT PROFILE
DESTINATION HEALTH CARE
TARGET MARKET
PATIENT LIFETIME VALUE
DUE DILIGENCE
LEGAL DOCUMENTATION
The toggle below will provide information on the legal documentation.
ARTICLES OF INCORPORATION
The Business was incorporated in Delaware in 2022. Articles of Incorporation.
BYLAWS
CONTRACTS WITH EMPLOYEES
Dr, Steven Warren
John Neubauer
LITIGATION HISTORY AND LEGAL DISPUTES
NONE
REGULATORY COMPLIANCE DOCUMENTS
NONE
FINANCIAL INFORMATION
The toggle below will provide information on the financial information.
AUDITED FINANCIAL STATEMENTS
This is a new business.
TAX RETURNS AND FILINGS
This is a new business.
DEBT AND FINANCING STATEMENTS
This is a new business.
BUDGETS
The investors capital will be used to provide the funds necessary for the lease/purchase buildout, of the QMA Facilities in Columbia, Malta, and Cyprus with other locations to follow. The wide specialties and the scope of the QMA locations will be an added value to the group as an asset and as a landmark of medical services. We are seeking an investment of $5.38M US dollars. This is broken down: Acquisition: $750,000; Renovation: $380,000; Furnishings including Supplies: $550,000; Staffing and Administration: $650,000; Marketing: $550,000; Operating Reserves: $.500,000; and $2,000,000 operating reserves.
FORECAST
Please look at the 'Valuation' tab.
INTELLECTUAL PROPERTY
The toggle below will provide information on the intellectual property.
PATENTS TRADEMARKS AND COPYRIGHTS
LICENSING AGREEMENTS
None.
TRADE SECRETS AND CONFIDENTIALITY AGREEMENTS
We use off label medications for purposes that have been proven effective in situations other than their intended usage.
The production of most of the medications is outside of the legal patented protections.
BUSINESS PLAN
FINANCIAL SPREADSHEETS
HUMAN RESOURCES
The toggle below will provide information on the Human Resources.
ORGANIZATIONAL STRUCTURE
JOHN CHRISTIAN BARLOW SR
CO-COUNDER, CEO
JOHN C. BARLOW JR
CO-FOUNDER, COO
DR STEVE WARREN
CHIEF MEDICAL OFFICER
JOHN NEUBAUER
CHIEF FINANCIAL OFFICER
EMPLOYEE CONTRACTS AND BENEFITS
None
JOB DESCRIPTION
We are experienced professionals consisting with legal, medical, administrative, marketing, and development experience.
Co-Founder, Chief Executive Officer – John Christian Barlow Sr.
In addition to development of the product, Christian’s role as co-founder is to develop and oversee the implementation of legal documents and practices, along with general operations of the organization. He earned an MBA in City and Business Administration from Loyola Chicago and a JD from Willamette University and practiced real estate and securities law for over 10 years. Christian has owned many businesses; some being very successful and some not as successful. Christian cut his teeth in law with a series of foreclosure cases where he was the first attorney in the nation to get an injunction against Bank of America for illegal foreclosures.
Co-Founder, Chief Operating / Technology Officer – John Christian Barlow Jr.
John is responsible for designing and implementing business operations and establishing policies that promote company culture and vision. He oversees operations of the company and the work of executives, as well as secures the functionality of the business to drive extensive and sustainable growth. John also oversees the implementation and operation of the blockchain interface, testing, and quality assurance.
Chief Medical Officer – Dr. Steven Warren, M.D., DPA
Dr. Warren has practiced medicine for over 35 years and has a wide range of experience from delivering babies, general surgery, family medicine, geriatrics, addiction medicine, and now regenerative/personalized medicine. He is tripled boarded in Medical specialties as well as certified as a functional medicine practitioner. He is committed to finding the root cause of many chronic illnesses and correcting those causes instead of prescribing medications. He also is using Regenerative Tissue products to repair orthopedic problems as well as other conditions. He has written books and has lectured throughout Utah and Nationally at physician conferences. Dr Warren has a very large successful clinic in Salt Lake City.
Chief Financial Officer – John Neubauer
John is an accomplished executive and consultant with more than 40 years of experience in developing and managing innovative, complex projects. He has successfully been a part of international joint venture structuring, strategic business planning, financial risk analysis and internal controls, ground-breaking market development, and capital acquisition. He has managed the development of 12 commercial projects and 1 industrial project costing $42 million in hospitality, environmental, and commercial real estate. He has arranged for and secured approvals for more than $500 million in capital financing. He has served in roles over the years as a chief executive officer, chief financial officer, chief operating officer, and corporate general manager. He pioneered in 1977 the development of a healing and rejuvenating discipline called Tai Chi Yoga (a blending of the ancient Chinese martial art Tai Chi and the ancient Indian exercise Yoga).
EMPLOYEE CONTRACTS AND BENEFITS
None
EMPLOYEE HAND BOOK AND POLICIES
LABOR RELATIONS HISTORY
No negative labor relations.
OPERATIONAL DETAILS
The toggle below will provide information on the Operational Details.
INVENTORY AND TANGIBLE ASSETS
NONE
LEASES AND PROPERTY INFORMATION
NONE
SUPPLY CHAIN DETAILS
We outsource our supply chain requirements to companies experienced in obtaining the required medical equipment and supplies.
https://www.unfpa.org/sites/default/files/admin-resource/TECH_Programme_Supplies.pdf
https://www.unfpa.org/admin-resource/policy-and-procedures-management-programme-supplies
PRODUCTION AND OPERATION PROCESSES
NONE
COMPLIANCE AND REGULATORY
The toggle below will provide information on the Compliance and Regulatory details.
COMPLIANCE WITH INDUSTRY REGULATIONS
Each office has its own compliance in that it is in a different country.
ENVIRONMENTAL COMPLIANCE
Incorporation of green architectural practices, runoff control, grey water recycling and plantings, use of natural light wherever possible and appropriate and lighting systems that are specified to save energy, use of low VOC emitting adhesives will all support an environmentally friendly design. Our site layout includes natural areas of greenery, gardens for patients and their families and water features whenever possible.
HEALTH AND SAFETY RECORDS
NO ISSUES
CUSTOMER AND MARKET INFORMATION
The toggle below will provide information on the Customer and Market Details.
CUSTOMER CONTRACTS AND RELATIONSHIPS
Were are working on relationships with preexisting revenue generating busineses,
SALES AND MARKETING STATEGIES
We have a method of capturing a larger pool of people to become a client base. Beyond the standard marketing practices for medical or spa services, we are utilizing direct marketing through social media platforms.
MARKET ANALYSIS AND COMPETITION
Women make up the majority of medical spa patients, at 88%. This trend has been steady, with patients reported as 87% female in 2019. The industry has long been watching for an increase in the male patient population, and, according to 2022 data, this increase has yet to be substantial. In the full report, medical spas are seeing a statistically significant shift in the age breakdown among male patients, however.
Of female patients, 78% are younger than 55 years old. The largest age bracket represented in medical spas is age 35 – 54, at 52%. Female 18 – 34-year-olds make up 26%, and those age 55 or older are 21% of the female patient population. In 2019, those percentages were 53%, 24% and 24%, respectively. Back in 2017, 18 – 34-year-olds made up only 17% of female patients. This younger age bracket of female patients has increased over that short span to become a strong presence in aesthetic practices.
Medical spas see an average of 283 non-surgical aesthetic patient visits per month. Patients spend $536 per visit in 2022, on average. This is up from 2019 reports of $459 per patient in single-location medical spas and $465 in multi-location practices. Aesthetic providers may have expected a higher average price, but this value includes a significant amount of aesthetician services.
Patient retention is key to bringing in predictable revenue. Treating and marketing to a repeat patient is generally more cost-effective and builds a healthy client base. In 2022, an average of 65% of patients are repeat patients. This is consistent with 2019, when medical spas saw 66% repeat female patients and 64% repeat male patients.
According to United Consumer Financial Services, the medical spa industry is one of the fastest growing sectors in the American Economy. In 2019 the American industry was valued at $13.82 Billion, and it is projected to grow to $47.14 Billion by 2030. The medical spa industry did not suffer during COVID-19. If fact medical spas across the nation not only survived but they thrived.
If we are to assess the regional elective high wealth individuals searching alternative, confidential, and cost effective procedures, it exceeds $ 50 Billion a year. The market analysis suggests a strong economic outlook in the near future on the basis of stable governance, development impetus and prosperous relations with the surrounding countries.
Medical and Health Spa tourism is deeply connected with globalization and the information technology revolution that has eased information availability to prospective medical tourists. Recently, more and more tourists search Internet in order to collect information regarding medical tourism destination, healthcare provider, and available medical treatments before they decide to travel overseas. Websites, informational pages, social media sites are among the most popular mediums of information about tourism and healthcare. Social media sites enable the creation and sharing of user-generated content. Using social media, the individuals can share their medical tourism experiences; from the other side, the prospective tourists can find the necessary information, which they perceive as reliable and trustworthy.
RISK ASSESSMENT
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IDENTIFICATION OF POTENTIAL RISKS AND MITIGATION
There are two weaknesses: employees; and changing legal framework. The first weakness plagues all businesses. The cost of employees can cripple this business if not controlled from the outset. One way to control employment costs is with proper training and correctly incentivizing employees. When an employee is properly trained, they know that the company has invested resources into them, and that provides a feeling of self-worth and value. When an employee feels valued, their retention rate is higher.
Changing legal framework is generally in our favor, however, there are some instances when changes will cause catastrophic consequences. For example, the use of stem cells in some areas of the world is questionable and potentially unethical or illegal. Using Fetal Stem cells is an ever-changing legal landscape. The best stem cell techniques are to use the patient’s own stem cells harvested from the patient and cultured for reoccurring use by the patient. This raises no ethical issues and is not prohibited.
The use of some drugs can be reclassified or be made illegal. We simply need to keep abreast of the legislation and plan in advance for necessary treatment options.
Employee theft is a weakness the company will struggle with. Our facility will store items that may be easily stolen such as medical supplies and drugs (ketamine) used in treatment therapy. It is possible to track the usage and storage, but the inevitable will happen. Employee theft could lead to other problems such as police action if there is subsequent sales of the stolen items. The anticipated way to control theft is to make a senior manager responsible for the inventory and employee cost overruns. This can be accomplished through profit sharing and or reporting to the medical licensing if the theft goes unaccounted for.
Spas and medical offices are susceptible to charges for elicit activities. It is not uncommon for a Dr’s office to have charges pressed against it when employees of the Dr have acted in an unprofessional manner. Tight observation and accountability are the key components in making sure the activities within QMA maintain high integrity.
In Europe, labor unions are part of the work force. Generally speaking, for smaller businesses labor unions can be detrimental. When placing a facility where unions are strong, QMA will take the additional precautions to validate the feasibility if a labor union is involved.
Forced shut downs from another COVID type disaster will cripple the business. We will have a plan in place that will provide protective measures for operation during a situation such as COVID.
ASSESSMENT OF GROWTH OPPORTUNITIES
We are not run by physicians. Physicians generally do not have the skill set to operate large successful clinics outside of health organizations. Our leadership has this skill set and many other skills that come with growing large and successful businesses.
We are business professionals and seasoned business minds. We have experience in the facets of business that are meaningful for CMA.
Our vision is a strength. Our business is unique. No other business is combining Medical Spa services with Wellness Spa services.
Because we are combining the two distinct but complimentary services, medical spa and wellness spa, we will be harnessing the effects of the crossover as clients who attend one service will have the opportunity to take part in another service. For example, a client comes with an appointment to receive a massage and then a relaxing sit in the steam room. That client will be able to receive Botox injections during the massage session; and conversely, a client who comes to receive weight loss injections can take part in the cold baths. The weight loss client receives immediate gratification after the injections and is more likely to become a return customer and also refer others.
QMA’s model is easily capable of massive and successful growth potential. This is demonstrated by the same principals in luxury hotel chains such as Montage and large franchise gyms such as Golds Gym. We are comprised of similar characteristics that create a template for easy replication
We also have opportunity to easily take the existing clientele from profitable med and wellness spas because we have a superior business model.
With a staggering market size of $23.2 billion in 2023, the U.S. medical spa sector has been growing fast over the past few years.
IT AND DATA SECURITY
The toggle below will provide information on the IT and Data Security policies.
INFORMATION TECHNOLGY INFRASTRUCTURE
Oracle Corp and Microsoft Corp provide Oracle Database@Azure, which gives us direct access to Oracle database services running on Oracle Cloud Infrastructure (OCI) and deployed in Microsoft Azure datacenters.
Oracle Database@Azure provides us all the performance, scale, and workload availability advantages we need with the security, flexibility, and best-in-class services of Microsoft Azure, including best-in-class AI services like Azure OpenAI.
All of our databases are currently located on Azure.
DATA SECURITY MEASURES AND PROTOCOLS
Data security best practices should be leveraged both on-premises and in the cloud in order to mitigate the risk of a data breach and to help achieve regulatory compliance.
Data masking, data subsetting, and data redaction are techniques for reducing exposure of sensitive data contained within applications. These technologies play a key role in addressing anonymization and pseudonymization requirements associated with regulations such as EU GDPR. The European Union GDPR was built on established and widely accepted privacy principles, such as purpose limitation, lawfulness, transparency, integrity, and confidentiality. It strengthens existing privacy and security requirements, including requirements for notice and consent, technical and operational security measures, and cross-border data flow mechanisms. In order to adapt to the new digital, global, and data-driven economy, the GDPR also formalizes new privacy principles, such as accountability and data minimization.
All database activity should be recorded for auditing purposes—this includes activity happening over the network, as well as activity triggered within the database (typically through direct login) which bypasses any network monitoring. Auditing should work even if the network is encrypted. Databases must provide robust and comprehensive auditing that includes information about the data, the client from where the request is being made, the details of the operation and the SQL statement itself.
INSURANCE
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DETAILS OF INSURANCE POLICIES
Professional liability insurance is not required in any of the countries that we have a place of business.
CLAIMS HISTORY AND COVERAGE
NONE
CORPORATE GOVERNANCE
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BOARD MEETING AND MINUTES
RECORDS OF MAJOR DECISIONS
None
